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出版社:人民郵電出版社 ISBN:9787115344731 商品編碼:10027189528264 包裝:精裝 開本:16開 出版時間:2014-03-01 頁數:666 字數:1400000 代碼:158
" 商品基本信息,請以下列介紹為準 | 商品名稱: | 創業學-21世紀的創業精神-第8版-英文版 | 作者: | [美]傑弗裡·蒂蒙斯,[美]小斯蒂芬·斯皮內利 | 代碼: | 158.0 | 出版社: | 郵電出版社 | 出版日期: | 2014-03-01 | ISBN: | 9787115344731 | 印次: | | 版次: | 1 | 裝幀: | 精裝 | 開本: | 16開 |
內容簡介 | 《創業學:21世紀的創業精神(第8版,英文版)》初版於1974年,第8版於2009 年出版。在這36年裡,蒂蒙斯的《創業學》被公認為之作,《INC.》》雜志及《華爾街日報》一致將其列為創業學“經典著作”。的“蒂蒙斯創業模型”正出自本書。令人惋惜的是,蒂蒙斯對本書作了最後一次修訂,於2008年4月8日不幸去世。因此,這本《創業學》第8版也就成了這位創業學大師的絕筆。 與以往幾版一樣,《創業學:21世紀的創業精神(第8版,英文版)》的構思與行文將關注點集中在創造新知識、新方法和新觀念上,目的是引導學現創業理念以及用來捕捉不同創業機會所必需的能力、專門知識、經驗、態度、資源、網絡,這一切都通過一套實用的方法來實現。《創業學:21世紀的創業精神(第8版,英文版)》分為五編19章。前四編詳細介紹了創業過程的驅動力量:商機識別、商業計劃、創始人和創始團隊以及資源需求;第五編討論了企業獲的戰略、如何管理快速發展中的企業、家族創業者以及企業的收獲退出等事宜。 《創業學:21世紀的創業精神(第8版,英文版)》可作為MBA、管理專業或非管理專業的本科生、碩士生創業學課程的教材,也可作為實踐中的創業者的行動手冊。 |
目錄 | PART IThe Entrepreneurial Mind for an Entrepreneurial World
1The Global Entrepreneurial Revolution for a Flatter World3 Entrepreneurship Flattens the World3 Two Nobel Prizes Recognize Entrepreneurship5 A Macro Phenomenon5 Entrepreneurship: 40 Years as a Transformational Force6 Four Entrepreneurial Transformations That Are Changing the World7 Entrepreneurship as the New Management Paradigm7 Entrepreneurship as a New Education Paradigm8 Entrepreneurship as the New Not-for-Profit and Philanthropy Management Paradigm10 Entrepreneurship beyond Business Schools11 The Energy Creation Effect11 The Road Ahead12 The Genie Is out of the Bottle13 Entrepreneurship: Innovation + Entrepreneurship = Prosperity and Philanthropy13 New Venture Formation14 The Entrepreneurial Revolution: A Decade of Acceleration and Boom 22 Education22 Policy22 Women23 Minority Groups23 Youth Entrepreneurship23 Entrepreneurs: America's Self-Made Millionaires24 A New Era of Equity Creation24 Building an EnterprisingSociety26 Chapter Summary28 Study Questions28 Internet Resources for Chapter 128 Mind Stretchers29 Exercise 1: Visit with an Entrepreneur and Create a Lifelong Learning Log29 Exercise 2: The Venturekipedia Exercise—Time Is Everything!31 Case: ImageCafé33
2The Entrepreneurial Mind: Crafting a Personal Entrepreneurial Strategy41 Entrepreneurs Are Leaders41 Three Principles for Entrepreneurial Leadership42 Timeless Research43 Converging on the Entrepreneurial Mind45 Desirable and Acquirable Attitudes, Habits, and Behaviors45 Seven Dominant Themes46 Entrepreneurial Reasoning: The Entrepreneurial Mind in Action54 The Concept of Apprenticeship55 Shaping and Managing an pprenticeship55 Windows of Apprenticeship 56 The Concept of Apprenticeship: Acquiring the 50,000 Chunks57 Role Models58 Myths and Realities58 What Can Be Learned?58 A Word of Caution: What SATs, IQ Tests, GMATs, and Others Don't Measure61 A Personal Strategy62 Entrepreneur's Creed62 Chapter Summary63 Study Questions63 Internet Resources for Chapter 264 Mind Stretchers64 Exercise 1: Crafting a Personal Entrepreneurial Strategy64 Exercise 2: Personal Entrepreneurial Strategy67 Case: Lakota Hills88
PART IIThe Opportunity
3The Entrepreneurial Process101 Demystifying Entrepreneurship101 Classic Entrepreneurship: The Start-Up102 Entrepreneurship in Post–Brontosaurus Capitalism: Beyond Start-Ups102 “People Don't Want to Be Managed. They Want to Be Led” 102 Signs of Hope in a Corporate Ice Age103 Metaphors103 Entrepreneurship = Paradoxes104 The Higher-Potential Venture: Think Big Enough105 Smaller Means Higher Failure s106 Getting the s in Your Favor107 Threshold Concept107 Promise of Growth108 Venture Capital Ba108 Private Investors Join Venture Capitalists108 Find Financials Backers and Associates Who Value109 Option: The Lifestyle Venture109 The Timmons Model: Where Theory and Practice Collide in the Real World109 Intellectual and Practical Collisions with the Real World110 Value Creation: The Driving Forces110 Change the s: Fix It, Shape It, Mold It, Make It110 Recent Research Supports the Model116 Chapter Summary117 Study Questions118 Internet Resources for Chapter 3118 Mind Stretchers118 Case: Roxanne Quimby119
4Clean Commerce: Seeing Opportunity through a Sustainability Lens 127 Clean Commerce Is an Opportunity Sea Change127 Clean Commerce and the Sustainability Lens: Seeing and Acting on New Opportunities and Strategies128 Defining the Concept: How to Look through a Sustainability Lens129 Weak Ties129 Systems Thi129 Thi Like a Molecule129 Value-ed Network131 Be Radically Incremental131 Illustrating the Concepts: Green Cleaning132 Illustrating the Concepts: NatureWorks133 The E-Factor134 Drivers of New Entrepreneurial Opportunities134 Implications for 2t-Century Entrepreneurs136 Chapter Summary136 Study Questions137 Internet Resources for Chapter 4137 Mind Stretchers137 Case: Jim Poss138
5The Opportunity: Creating, Shaping, Recognizing, Seizing147 Think Big Enough147 Opportunity through a Zoom Lens148 Transforming Caterpillars into Butterflies148 New Venture Realities148 The Circle of Ecstasy and the Food Chain for Ventures149 When Is an Idea an Opportunity?150 The Real World150 Spawners and Drivers of Opportunities150 Search for Sea Changes152 Desirable Business/Revenue Model Metrics152 The Role of Ideas153 Ideas as Tools153 The Great Mousetrap Fallacy153 Contributors to the Fallacy154 Pattern Recognition154 The Experience Factor154 Enhancing Creative Thi155 Approaches to Unleashing Creativity156 Team Creativity156 Big Opportunities with Little Capital156 Real Time157 Relation to the Framework of Analysis159 Screening Opportunities159 Opportunity Focus159 Screening Criteria: The Characteristics of High-Potential Ventures159 Industry and Market Issues162 Gathering Information168 Finding Ideas168 Shaping Your Opportunity170 Published Sources171 Guides and Company Information171 itional Internet Sites171 Journal Articles via Computerized Indexes Statistics171 Consumer Expenditures171 Projections and Forecasts171 Market Studies172 Other Sources172 Other Intelligence172 Chapter Summary173 Study Questions173 Internet Resources for Chapter 5173 Mind Stretchers174 Case: Burt's Bees175 Exercise 1: The Next Sea Changes181 Exercise 2: Opportunity-Creating Concepts and Quest for Breakthrough Ideas182 Exercise 3: Creative Squares183 Exercise 4: Idea Generation Guide184
6Screening Venture Opportunities187 ScreeningVenture Opportunities187 QuickScreen188 Venture Opportunity Screening Exercises (VOSE)188 Exercise 1: QuickScreen189 Venture Opportunity Screening Exercises190 Exercise 2: Opportunity Concept and Strategy Statement191 Exercise 3: The Venture Opportunity Profile192 Exercise 4: Opportunity-Shaping Research and Exercise196 Exercise 5: Customer Contact Research and Exercise202 Exercise 6: Mining the Value Chain—Defining the “White Space”205 Exercise 7: Economics of the Business—How Do You Make Money in the White Space?209 Exercise 8: Capital and Harvest—How Will You Realize Dollars from the Venture?216 Exercise 9: Competitive Landscape—Your Strategy Analysis218 Exercise 10: Founders' Commitment227 Exercise 11: Flaws, Assumptions, and Downside Consequences—Risk Reconsidered229 Exercise 12: Action Steps—Setting a Week-by-Week Schedule231 Exercise 13: Four Anchors Revisited233 Case: Globant 234
7Opportunities for Social Entrepreneurship245 What Is Social Entrepreneurship?245 Types of Social Entrepreneurship247 Social Purpose Ventures247 Enterprising Nonprofits247 Hybrid Models of Social Entrepreneurship249 The Timmons Model Interpreted for Social Entrepreneurship250 Wicked Problems and Opportunity Spaces250 Resources252 The Importance of the Brain Trust in Social Entrepreneurship254 Concluding Thoughts: Change Agent Now or Later?255 Chapter Summary255 Study Questions255 Internet Resources for Chapter 7255 Mind Stretchers256 Case: Northwest Community Ventures Fund257
8The Business Plan269 Why Do a Business Plan?269 When Is a Business Plan Not Needed?270 Developing the Business Plan270 The Plan Isolete at the Printer271 Work in Progress—Bent Knees Required271 The Plan Is Not the Business271 Some Tips from the Trenches272 How to Determine If Investors Can Value273 The DehydratedBusiness Plan274 Who Develops the Business Plan?274 A Closer Look at the What274 The Relationship between Goals and Action274 Segmenting and Integrating Information275 Elishing Action Steps275 Preparing a Business Plan275 A Complete Business Plan275 Chapter Summary277 Study Questions278 Internet Resources for Chapter 8278 Mind Stretchers278 Exercise 1: The Business Plan Guide279 Exercise 2: The Virtual Brain Trust294 Case: Newland Medical Technologies296
PART IIIThe Founder and Team
9The Entrepreneurial Leader and the Team307 The Entreprenurial Leader307 People Know Leaders When They Experience Them308 The Importance of the Team308 The Connection to Success308 Stages of Growth309 A Theoretical View309 Managingfor Rapid Growth310 What Entrepreneurial Leaders Need to Know313 Competencies and Skills315 Skills in Building Entrepreneurial Culture316 Other Leadership Competencies317 Forming and Building Teams319 Anchoring the Vision in Team Philosophy and Attitudes319 A Process of Evolution321 Filling the Gaps322 itional Considerations324 Common Pitfalls325 Rewards and Incentives326 Slicing the Founder's Pie326 An Approach to Rewards and Equity327 Considerations of Value328 Compensation and Incentives in High-Potential Ventures328 Chapter Summary328 Study Questions329 Internet Resources for Chapter 9329 Mind Stretchers329 Exercise 1: Leadership Skills and Know-How Assessment330 Exercise 2: Slicing the Equity Pie341 Case: Maclean Palmer342
10 Ethical Decision M and the Entrepreneur355 Overview of Ethics356 Ethical Stereotypes356 Should Ethics Be Taught?357 Ethics Can and Should Be Taught358 The Entrepreneur's Competitive Edge: The Art of Self-Assessment358 The Usefulness of Academic Ethics359 Foundations for Ethical Decision M360 Applying the Foundations361 Integrity as GoverningEthic361 Entrepreneurs' Perspectives363 The Fog of War and Entrepreneurship: A Unique Context363 Action under Pressure364 Advise and Tips from the Trenches364 Thorny Issues for Entrepreneurs365 Different Views365 Problems of Law365 Examples of the Ends-and-Means Issue366 An Example of Integrity366 Chapter Summary374 Study Questions374 Internet Resources for Chapter 10374 Mind Stretchers374 Ethics ExerciseRevisited374 Exercise 1: Ethics369 Exercise 2: Ethical Decisions—What Would You Do?373
PART IVFinancing Entrepreneurial Venturer/> 11Resource Requirements377 The Entrepreneurial Approach to Resources377 Bootstrapping Strategies: Marshaling and Minimizing Resources378 Building Your Brain Trust378 Using Other People's Resources (OPR)379 Outside People Resources380 Board of Directors380 Alternatives to a Formal Board383 Attorneys383 Bankers and Other Lenders385 Accountants385 Consultants386 Financial Resources388 Analyzing Financial Requirements388 Internet Impact: Resources389 Fund-Raising for Nonprofits389 Chapter Summary389 Study Questions389 Internet Resources for Chapter 11389 Mind Stretchers390 Exercise 1: Build Your Brain Trust390 Exercise 2: How Entrepreneurs Turn Less into More392 Case: Quik Lube Franchise Corporation (QLFC)393
12Franchising399 Introduction399 Job Creation versus Wealth Creation400 Franchising: A History of Entrepreneurship400 Franchising: Asling the Opportunity401 Primary Target Audience401 Evaluating a Franchise: Initial Due Diligence402 Franchisor as the High-Potential Venture404 Key Components of a Franchise Offering405 Service Delivery System405 Training and Operational Support406 Field Support407 Marketing, Advertising, and Promotion407 Supply408 Franchise Relationship Model408 Chapter Summary410 Study Questions411 Internet Resources for Chapter 12411 Mind Stretchers411 Case: Mike Bellobuono 412
13Entrepreneurial Finance423 Venture Financing: The Entrepreneur's Achilles' Heel423 Financing Management Myopia: It Can't Happen to Me424 Critical Financing Issues425 Entrepreneurial Finance: The Owner's Perspective426 Determining Capital Requirements429 Financial Strategy Framework429 Free Cash Flow: Burn Rate, OOC, and TTC430 Crafting Financial and Fund-Raising Strategies431 Critical Variables431 Financial Life Cycles432 Internet Impact: Opportunity432 International Finance and Trade432 Chapter Summary434 Study Questions434 Internet Resources for Chapter 13434 Mind Stretchers434 Case: Midwest Lighting, Inc.435
14Obtaining Venture and Growth Capital445 The Capital Markets Food Chain445 Cover Your Equity447 Timing447 Angels and Informal Investors448 Who They Are448 Finding Informal Investors448 Contacting Investors449 Evaluation Process449 The Decision449 Venture Capital: Gold Mines and Tar Pits450 What Is Venture Capital?450 The Venture Capital Industry450 The Booming 1990s451 Beyond the Crash of 2000: The Venture Capital Cycle Repeats Itself454 The Sine Curve Lives Circa 2005454 Venture Capital Investing Is Global455 Identifying Venture Capital Investors457 Dealing with Venture Capitalists459 Questions the Entrepreneur Can Ask459 Due Diligence: A Two-Way Street459 Other Equity Sources460 Small Business Administration's 7(a) GuaranteedBusiness Loan Program460 Small Business Investment Companies460 Small Business Innovation Research461 Corporate Venture Capital461 Mezzanine Capital461 Private Placements462 Initial Public Stock Offerings462 Private Placement after Going Public465 Employee Stock Ownership Plans (ESOPs)465 Keeping Current about Capital Markets465 Chapter Summary466 Study Questions466 Internet Resources for Chapter 14466 Mind Stretchers467 Case: Forte Ventures468
15The Deal: Valuation, Structure, and Negotiation483 The Art and Craft of Valuation483 What Is a CompanyWorth?483 Determinants of Value483 Long-Term Value Creation versus Quarterly Earnings484 Psychological Factors Determining Value484 A Theoretical Perspective484 Investor's Required Rate of Return (IRR) 484 Investor's Required Share of Ownership484 The Theory of Company Pricing485 The Reality486 The Down Round or Cram-Down Circa 2002487 Improved Valuationy 2005487 Valuation Methods488 The Venture Capital Method488 The Fundamental Method488 The First Chicago Method488 Ownership Dilution489 Discounted Cash Flow490 Other Rule-of-Thumb Valuation Methods490 Tar Pits Facing Entrepreneurs490 Staged Capital Commitments491 Structuring the Deal492 What Is a Deal?492 Understandingthe Bets 493 Some of the Lessons Learned: The Dog in the Suitcase494 Negotiations494 What Is Negotiable?494 The Specific Issues Entrepreneurs Typically Face495 The Term Sheet496 Sand Traps496 Strategic Circumference496 Legal Circumference 496 Attraction to Status and Size497 Unknown Territory498 Opportunity Cost498 Underestimation of Other Costs499 Greed499 Being Too Anxious499 Impatience499 Take-the-Money-and-Run Myopia500 Internet Impact: Resources500 Real Estate Marketing and Sales500 Chapter Summary500 Study Questions500 Internet Resources for Chapter 15501 Wiki-Google Search501 Mind Stretchers501 Case: Lightwave Technology, Inc.502
16Obtaining Debt Capital511 2007: Subprime Loans Submerge Credit Markets511 A Cyclical Pattern: Shades of 1990–1993512 A Word of Caution512 The Lender's Perspective512 Sources of Debt Capital512 Trade Credit514 Commercial Bank Financing514 Line of Credit Loans515 Time-Sales Finance515 Term Loans516 Chattel Mortgages and Equipment Loans516 Conditional Sales Contracts516 Plant Improvement Loans517 Commercial Finance Companies517 Factoring518 Leasing Companies518 Before the Loan Decision519 Approaching and Meeting the Banker521 What the Banker Wants to Know522 The Lending Decision524 Lending Criteria524 Loan Restrictions524 Covenants to Look For524 Personal Guarantees and the Loan525 Building a Relationship525 The TLC of a Banker or Other Lender526 What to Do When the Bank Says No526 Tar Pits: Entrepreneurs Beware526 Beware of Leverage: The ROE Mirage526 IRS: Time Bomb for Personal Disaster527 Neither a Borrower nor a Lender Be, But If You Must...527 Chapter Summary528 Study Questions528 Internet Resources for Chapter 16528 Wiki-Google Search528 Mind Stretchers529 Case: Bank Documents: “The Devil Is in the Details”530
PART VStartup and Beyond
17Leading Rapid Growth, Crises, and Recovery553 Inventing New Organizational Paradigms553 Entrepreneurial Leaders Are Not Administrators or Managers554 Breakthrough Strategy: Babson's F.W. Olin Graduate School554 Leading Practices of High-Growth Companies555 Growing Up Big555 Stages of Growth Revisited555 Core Leadership Mode556 The Problem in Rate of Growth557 Chaos Happens560 When the Bloom Is Off the Rose561 Getting Into Trouble—The Causes561 Strategic Issues561 Leadership Issues562 Poor Planning, Financial/Accounting Systems, Practices, and Controls562 Getting Out of Trouble563 Predicting Trouble563 Net-Liquid-Balance-to-Total-Assets Ratio563 Nonquantative Signals564 The Gestation Period of Crisis564 The Paradox of Optimism564 The Bloom Is Off the Rose—Now What?565 Decline in Organizational Morale565 The Threat of Bankruptcy565 Voluntary Bankruptcy566 Involuntary Bankruptcy566 Bargaining Power566 Intervention566 Diagnosis567 The Turnaround Plan568 Longer-Term Remedial Actions570 The Importance of Culture and Organizational Climate571 Six Dimensions571 Approaches to E-Leadership572 Entrepreneurial Leadership for the 2t Century: Three Breakthroughs573 Ewing Marion Kauffman and Marion Labs573 Jack Stack and Springfield Remanufacturing Corporation573 Ralph Stayer and Johnsonville Sausage Company574 The Chain of Greatness574 Internet Impact: Opportunity576 Consumer Power576 Chapter Summary576 Study Questions576 Internet Resources for Chapter 17577 Mind Stretchers577 Case: Telephony Translations, Inc. (A)578
18The Family as Entrepreneur591 Families, Entrepreneurship, and the Timmons Model591 Building Entrepreneurial Family Legacies592 Large Company Family Legacies592 Smaller and Midsized Family Legacies593 The Family Contribution and Roles595 Frame One: The Mind-Set and Method for Family Enterprising598 Enterprising Mind-Set and Methods598 Creating the Dialogue for Congruence600 Frame Two: The Six Dimensions for Family Enterprising602 Leadership Dimension: Does Your Leadership Create a Sense of Shared Urgency for Enterprising and Transgenerational Wealth Creation?603 Relationship Dimension: Does Your Family Have the Relationship Capital to Sustain Their Transgenerational Commitments?603 Vision Dimension: Does Your Family Have a Compelling Multigenerational Vision That Energizes People at Every Level?604 Strategy Dimension: Does Your Family Have an International Strategy for Finding Their CompetitiveAdvantage as a Family?604 Governance Dimension: Does Your Family Have Structures and Policies That Stimulate Change and Growth in the Family and Organization?604 Performance Dimension: Does Your Performance Meet the Requirements for Transgenerational Entrepreneurship and Wealth Creation?605 Frame Three: The Familiness Advantage for Family Enterprising605 Conclusion608 Chapter Summary608 Study Questions609 Internet Resources for Chapter 18609 Mind Stretchers610 Exercises610 Mind-Set Continuum610 Methods Continuum611 Family EnterprisingModel612 Familiness f+ and f- Continuum...612 Case: Indulgence Spa Products614 Appendix A622 Appendix B623
19The Harvest and Beyond627 A Journey, Not a Destination627 Wealth in Families628 The Journey Can Be ictive628 First Build a Great Company628 Create Harvest Options and Capture the Value628 A Harvest Goal: Value Realization630 Crafting a Harvest Strategy: Timing Is Vital630 Harvest Options632 Capital Cow632 Employee Stock Ownership Plan 632 Management Buyout632 Merger, Acquisition, and Strategic Alliance633 Outright Sale633 Public Offering633 Wealth-Building Vehicles635 Beyond the Harvest635 The Road Ahead: Devise a Personal Entrepreneurial Strategy636 Goals Matter—A Lot!636 Values and Principles Matter— A Lot!636 Seven Secrets of Success636 Chapter Summary637 Study Questions637 Internet Resources for Chapter 19637 Books of Interest637 Mind Stretchers637 Exercise: Wisdom from the Harvest638 Case: Optitech640
Index651 |
媒體評論 | 《創業學:21世紀的創業精神》初版於1974 年,至2009 年已修訂到第8 版。在這36 年裡, 蒂蒙斯的 《創業學》被公認為之作, 《INC.》 》雜志及《華爾街日報》一致將其列為創業學“經典著作”。的“蒂蒙斯創業模型”正出自本書。令人惋惜的是,蒂蒙斯對本書作了最後一次修訂,於2008 年4 月8 日不幸去世。因此,這本《創業學》第8 版也就成了這位創業學大師的絕筆。
“……創業者必讀八本書之一” ——《INC.》雜志,1996,1998 |
作者簡介 | 傑弗裡·蒂蒙斯,創業教育之父,上業學博士;哈佛大學商學院工商管理碩士、工商管理博士。1989年受聘於哈佛大學,哈佛商學院教授之一。》雜志在一篇人物特寫中稱他為“美國在創業學方面具實力的兩大智慧人物之一”。業界公認蒂蒙斯“在推動創業學教育方面,比美國任何一個教育家所做的工作都要多。”2007年,蒂蒙斯被福布斯小企業榜評為美國優秀的創業學教育家之一。1985年,他設計並發起了普萊茲-百森商學院伙伴項目,該項目“讓創業學領域發生了天翻地覆的變化”,並贏得了兩項大獎。他的這本《創業學》被《INC.》》《華爾街日報》評為創業學的經典之作,1996年和1998年,《INC.》把此書列為創業者“必讀”的8本書之一。 小斯蒂芬·斯皮內利,費城大學校長;前百森商學院創業學與全球管理副教務長,阿瑟·布蘭克創業中心主任,創業學,創業學保羅·百森講席教授。麥克丹尼爾學院學士;百森商學研究生院工商管理碩士;倫敦大學帝國理工學院經濟學博士。 |
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