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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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