دانلود رایگان مقاله لاتین بنیانگذار به مدیر عامل از سایت الزویر
عنوان فارسی مقاله:
از بنیانگذار به مدیر عامل: یک نقشه راه کارآفرین
عنوان انگلیسی مقاله:
From founder to CEO: An entrepreneur’s roadmap
سال انتشار : 2016
برای دانلود رایگان مقاله بنیانگذار به مدیر عامل اینجا کلیک نمایید.
بخشی از مقاله انگلیسی:
1.1. The period of transition: Eight hurdles
A new venture typically proceeds through three stages–—startup, transition, and scaling–—as it evolves from concept to maturity. The challenge in startup is to define and validate the business concept:the need and the opportunity,the offering, and the business model required to deliver the offering to the target customer at a profit. Transition is a period of company building, laying the foundation for a scalable enterprise. Scaling involves rapid growth and expansion, as the firm seeks to achieve competitive scale and establish a position of sustainable market leadership. Transition is arguably the most critical period in the life of an emerging firm asit grows up and evolves from an informal and loosely structured startup into a disciplined business capable of rapid expansion. Scaling requires structure, process, discipline, and consistent profitability to provide a return for investors and fund the drive to market leadership. In transition,the founder mustsimultaneously confront multiple operational and management challenges. These challenges–—the eight hurdles (see Table 1)–— are essential steps in the evolution of the firm from a nascent startup to an organization capable of sustained and profitable growth. The metaphor of the eight hurdles comes from the sport of track and field. A hurdler runs a race against his competitors along a track interrupted at intervals by hurdles between the starting blocks and the finish line. It is a race–—the winner is the first across the line–—and each of the hurdles must be cleared along the way. Any stumbles significantly reduce the odds of finishing first. The entrepreneurial firm is also in a race; being first or second among competitors is usually a huge advantage in an emerging market. During periods of rapid growth, demand typically exceeds supply, margins are higher, competition is minimal, and the market leaders earn higher profits. The perceived market leader becomes the preferred choice, sets the market price, and often realizes economies of scope and scale in marketing, production, and distribution. Ventures successful in transition have the opportunity to ride the momentum of an expanding market as far and as fast as is competitively achievable. Those that fall short will quickly become also-rans. In the early days of a startup, personal and organizational goals are inextricably intertwined. Early-stage entrepreneurial firms are often dependent on one or two individuals with limited managerial skills and experience, and responsibility for success or failure rests squarely on the shoulders of the entrepreneur. The leadership style is hands-on. The entrepreneur knows the jobs to be done, works from a plan that exists primarily in his head, and makes changes flexibly as opportunities present themselves (Catlin & Matthews, 2001). This is effective so long asthe businessissmall and the leader can manage all of its needs on a day-to-day basis. Asthe firm gains markettraction, physical activity and transaction volumes increase rapidly. Extraordinary resource needs, high levels of uncertainty,rapid change, and internal turmoil often follow, and increased volumes overwhelm existing systems and management processes. The entrepreneur must now spend more time in unfamiliar territory: formulating strategy, engaging customers, recruiting employees, developing new infrastructures and controls, and dealing with regulators. As the demands on the entrepreneur’s time and attention increase, they can no longer directly supervise the efforts of all employees and the capacity of an ad hoc, hands-on management style is often exceeded (Boeker & Karichalil, 2002; Wasserman, 2003).
برای دانلود رایگان مقاله بنیانگذار به مدیر عامل اینجا کلیک نمایید.
کلمات کلیدی:
The Entrepreneur's Roadmap From Concept to IPO | KPMG | IL https://home.kpmg.com/il/en/.../the-entrepreneurs-roadmap-from-concept-to-ipo.html Successful entrepreneurs don't repeat other people's mistakes. They learn from them. And then they adapt their strategy and roadmap accordingly. Entrepreneur's Roadmap: A Guide to Designing Your Business Model ... https://member.1871.com/event/2757 Mar 8, 2017 - Women entrepreneurship is on the rise as more female-founders are starting businesses that solve a problem in their lives. With the Business ... New venture management : the entrepreneur's roadmap in SearchWorks https://searchworks.stanford.edu/view/10013688 New venture management : the entrepreneur's roadmap. Responsibility: Donald F. Kuratko, Jeffrey S. Hornsby. Imprint: Upper Saddle River, N.J. : Pearson ... Creating a Road Map to Business Success - Entrepreneur https://www.entrepreneur.com/article/246888 Jun 11, 2015 - Join Jeremy Bloom as he shares his stories of public failures and rebound at the Entrepreneur 360™ conference on October 7, 2015 in New ... New Venture Management: The Entrepreneur's Roadmap - Amazon.com https://www.amazon.com/New...Entrepreneurs-Entrepreneurship/dp/0136130321 Amazon.com: New Venture Management: The Entrepreneur's Roadmap (Entrepreneurship Series) (9780136130321): Donald F. Kuratko, Jeffrey S. Hornsby: ...
