2. Analogy
• - Recognize and discover entrepreneurial opportunities.
• - Perceive unmet demand and provide solutions for them.
• - Apply analytical and critical thinking skills in an uncertain business
environment.
• - Be mindful of the attractiveness of the opportunities.
• You will learn tools and skills to analyze the attractiveness of an idea by
numerous practices in class
•
Entrepreneurship@NU2013
13. Products : Motorcycle Parts
Frame Comp. Propstand
Fuel Tank Bar Footrest
Handle Bar Swing Arm
Upper Brkt Entrepreneurship@NU2013
Center Stand
13
14. ITSA Factory Location at Kota Bukit Indah (BIC)
Isuzu
Honda
Kawasaki
Yamaha
JAKARTA
Suzuki
Toyota
Nissan
Honda
Yamaha
Hino
Honda
ITSA
TVS
Kota Bukit
Indah
Entrepreneurship@NU2013
14
15. Production Line Facilities Motorcycle
Frame Comp.
Frame Sub Assy
Boring
Frame Comp.
Revise
Inspection
Fuel Tank
Sub Assy
Reaming
Seaming
Inspection
Leak Test
Entrepreneurship@NU2013
15
32. แสวงหาการเติบโตของตลาด
Displacement
Net New
Growth
Established Disruptive
Business Business
Starts Outside
Established Business
Entrepreneurship@NU2013
33. Crossing the Chasm
product finds No Product
customers No Customers
ตลาดใหม่
hard
Boring Customers
ตลาด
Competitve hard find product
Slow Growth
เก่า
เทคโนโลยีเก่า เทคโนโลยีใหม่
Entrepreneurship@NU2013
39. จุดหักเหของเครือข่ายเศรษฐศาสตร์
x
x
Tipping
Point
x x x
x x
Source: Kevin Kelly – “New Rules for the New Economy” - Wired - September 1997
Entrepreneurship@NU2013
39
48. ตลาดและอัตรากําไร
Need/want/problem Identified Unfocused
Customers Reachable, receptive Unreachable, loyal to others
Market Size 100 million + Less than 10 million
Market Growth Rate More than 20% Less than 20% or shrinking
Gross Margin 40%, durable 20%, fragile
Entrepreneurship@NU2013
49. ความได้เปรียบเชิงแข่งขัน
Barriers to Competitors’ Entry Defensible None
Contacts and Networks Key access Limited
Degree of Control: High Low
Prices and Cost High Low
Channels of supply, distribution High Low
Entrepreneurship@NU2013
54. Opportunity Assessment Template
PROJECT: Weight Your Rating
Opportunity
For each Business Goal score 1-5: Fill in shaded boxes
5 Directly aligned with strategic priority
1 Indirectly contributes to strategic priority
0 Not aligned with strategic priority
Business Goals 25%
• Build brand awareness and credibility 5%
• Cross-sell across PL divisions 5%
• Increase revenues 5%
* Decrease investment 5%
• Lower operating expenses 5%
Impact 50%
Customer Impact 25%
5 Resolves significant problems and issues affecting many customers
4 Fulfills commitment/promises made to many important clients
3 Improves customer service quality perceptions
2 Resolves significant problems and issues affecting a few customers
1 Fulfills commitments/promises made to a few clients
0 No or negative customer impact
Strategic Potential 25%
5 Clear opportunity to lead the industry with significant payback through
business growth
4 Potential to grow market share and improve competitive posture
3 Could turn into a significant opportunity in the future
2 Consistent with development trends of the industry
1 Something interesting to have
0 Unlikely to provide strategic advantage
Competitive Urgency 25%
Advantage PL can Realize by Acting Quickly 20%
5 PL can be a first-entry market leader by acting now
3 PL can use project to leapfrog the competition
1 PL will attain par with competition
Window of Opportunity 5%
5 The window of opportunity aligns exactly with the project schedule
3 The opportunity will remain valid six months from now
1 The opportunity will remain valid one year from now
0 The opportunity will always remain valid
Total Opportunity 100%
Source:
Advanced Project Portfolio Management and the PMO
Multiplying ROI at Warp Speed
By Gerry Kendall and Steve Rollins
mo.kanaan@jadaragroup.com
JADARA Group July 2005 Page: 1
Entrepreneurship@NU2013
56. An opportunity
• An opportunity is defined as a future situation that the decisionmakers deem
personally desirable and feasible (i.e., within their control and competence). The
state of being desirable and feasible is subjective to the individual (Krueger,
1993).
• An opportunity is said to exist when a bundle of resources can be sold at a higher
price than the cost to package and deliver this bundle (Shane Venkataraman,
2000).
• Most entrepreneurs do not have problems generating ideas, as there are
numerous sources of ideas of what they can sell, and evaluation is the key to
differentiate an idea from an opportunity (Hills Shrader, 1998).
• As such, it is important to understand how entrepreneurs evaluate the alternatives
presented to them. We term this process Opportunity Evaluation (OE).
Entrepreneurship@NU2013
57. Trait and cognition
• Trait and cognition are two major approaches to distinguish entrepreneurs
from nonentrepreneurs and to understand how people make decisions (Das
Teng, 1997).
• The trait approach asserts that entrepreneurs can be recognized by traits
such as risk propensity, need for achievement, and locus of control (Palich
Bagby, 1995).
• The cognitive approach is concerned with the entrepreneur's preferred way
of gathering, processing, and evaluating information (Allinson, Chell,
Hayes, 2000).
• The individual constructs opportunities and risk in his or her mind (Palich
Bagby, 1995).
• Therefore, perception and other cognitive phenomena are
critical to opportunity evaluation and risk perception (Krueger,
2000).
Entrepreneurship@NU2013