Entrepreneurship TNew Venture. Management OXPORD. 4th Edition

Transcription

1 4th Edition Entrepreneurship TNew Venture Management VAN AARDT HEWITT BENDEMAN BEZUIDENHOUT JANSE VAN RENSBURG NAIDOO VAN AARDT VAN DER BANK VISSER OXPORD UNIVERSITY PRESS SOUTHERN AFRICA

2 Table of contents PART ONE: 1 PART TWO: The entrepreneurial process Chapter 1: Entrepreneur ship defined AND JACO VAN DER BANK 3 Chapter 3: Creativity and generating new business ideas 1.1 A definition of hip 1.2 Entrepreneurship and growth 1.3 The development of hip 1.4 Entrepreneurial ventures and small businesses 1.5 Approaches to hip 1.6 Our entrepreneurial economy 1.7 The structure of this book Case study: Mark Shuttleworth Chapter 2: The entrepreneurial mindset Creativity 3.2 Barriers to creativity 3.3 Myths and realities surrounding creativity 3.4 The creative process 3.5 Sources of product or service ideas 3.6 Methods for generating new product or service ideas 3.7 Initial screening of ideas Case study: Ezulwini Chocolat Historical development of 2.2 Characteristics of successful 2.3 Myths regarding 2.4 The risks to the entrepreneur 2.5 Gathering information about Case study: Leroy's Recording Studio Chapter 4: Opportunity recognition and evaluation JACO VAN DER BANK AND 4.1 Foundations of opportunity recognition and evaluation 4.2 Venture capitalists' evaluation criteria for new ventures 4.3 Opportunity assessment and screening 4.4 The idea-screening guide Case study: Follow your dreams [

3 PART THREE: ' New venture creation 65 Chapter 7: Franchising 118 Chapter 5: Entrepreneurial strategy Importance of strategic planning for the entrepreneur The process of entrepreneurial strategic management Strategy formulation Strategy evaluation Strategy implementation Case study: Soft Craft Systems 89 Chapter 6: Business start-up Characteristics, traits, abilities of the prospective entrepreneur The market and a marketing strategy The presence of competitors Resource needs The size of the proposed enterprise The geographical location of premises Types of ownership Business industries Business support systems Challenges during start-up Case study: Lucky Pooe: The Stone Soup Project Definition of franchising 7.2 Franchising in South Africa 7.3 Types of franchising 7.4 Advantages and disadvantages of franchising 7.5 Finding the most suitable franchise 7.6 Evaluating a franchising opportunity 7.7 Franchising a business 7.8 Franchisee recruitment: A five-step approach 7.9 The franchise package 7.10 Start-up assistance package 7.11 Ongoing franchisee support 7.12 Competition legislation and franchising 7.13 International franchising Case study: Paws and Snouts pet shops Chapter 8: Business ethics and social responsibility HANNELI BENDEMAN c Business ethics Values The personal ethics of the entrepreneur Operating the venture and ethical dilemmas Creating an ethical culture in a small business 8.6 Developing a code of ethics 8.7 Ethics resources 8.8 The social responsibilities of

4 Case study: Respecting one another's values and culture Chapter 9: The entrepreneurial management team THEA VISSER 9.1 Business functions 9.2 Entrepreneurial leadership and teams in the workplace 9.3 Entrepreneurial management Case study: One cool entrepreneur Chapter 10: Marketing THEA VISSER 10.1 Overview of the marketing function 10.2 Marketing concepts and descriptions 10.3 Marketing and the four Ps 10.4 Global marketing 10.5 Future marketing trends 10.6 Ethics and its implications for marketing 10.7 Overview of the marketing plan Case study: Feeling the love Chapter 11: Operations AND LEON JANSE VAN RENSBURG 11.1 Operations management 11.2 Operational plan Operations management plan checklist Case study: Leroy's growing business Chapter 12: Human resources THEA VISSER 12.1 Human-resources concepts and functions 12.2 Relationship of the human-resources strategy to the business strategy 12.3 The recruitment and selection processes 12.4 Orientation, job analysis, job descriptions, and job specifications 12.5 Recent developments in human resources 12.6 Future trends and implications for human resources Case study: The challenge of managing diversity in South Africa Chapter 13: Basicfinancialconcepts STEFAN BEZUIDENHOUT 13.1 Accounting 13.2 Financial statements 13.3 Financial management 13.4 Financing capital requirements Case study: Xtreme Sports

5 Chapter 14: Financial planning and forecasting STEFAN BEZUIDENHOUT 14.1 Financial planning 14.2 The financial plan 14.3 Financial forecasting Case study 1: Dube's Cellular Case study 2: Joe's Plumbing Service Chapter 15: Technology and information LEON JANSE VAN RENSBURG 15.1 Technology 15.2 Information- management versus information 15.3 The benefits of information 15.4 Business-information alignment risks 15.5 Information and planning 15.6 Basic principles when selecting information 15.7 Implementations of information Case study: Child Support Agency Australia Chapter 16: The business plan STEFAN BEZUIDENHOUT 16.1 The purpose of a business plan 16.2 Preparing a business plan Aspects covered in the business plan International business plans A pro forma business plan Case study: The business plan of the Cement andbrickyard(pty)ltd. Chapter 17: Legal aspects 17.1 The establishment of the venture 17.2 South African Revenue Service (SARS) 17.3 Contracts 17.4 Personnel 17.5 Insurance 17.6 Registering patents, designs, copyrights, and trademarks 17.7 Complying with the Broad-Based Black Economic Empowerment Act, No. 53 of 2003 Case study: Designer Shoes PART FOUR: Managing the venture Chapter 18: Business cycles and the entrepreneur CAREL VAN AARDT AND PATRICK NAIDOO 18.1 The nature of business cycles 18.2 Business cycles in South Africa: A historical perspective and lessons for

6 18.3 Ensuring profitability during the different phases of the business cycle Case study: Gavin Peters starting a new business Promoting corporate hip Measuring instruments Case study: Peter Maloyi: Zebra Components Chapter 19: Managing growth and harvesting 343 JACO VAN DER BANK AND 19.1 The life cycle of business ventures 19.2 Characteristics of high-growth ventures 19.3 Factors influencing the growth of entrepreneurial businesses Leading practices of high-growth companies 19.5 Harvesting Case study: Discovery in venture with US insurer Chapter 20: Corporate hip South Africa's need for job creation Defining corporate hip Forms of corporate hip Corporate entrepreneurial life cycle Corporate entrepreneurial intensity Corporate entrepreneurial culture Characteristics of the corporate entrepreneur Constraints on corporate hip 370 Chapter 21:Turnaround and failure The troubled business 378 Stages in business failure 380 The business turnaround model 381 Bankruptcy and insolvency 387 Entrepreneurial management needed in turnaround Case study: Sport Equips FIFA World Cup 2010 blues Chapter 22: Contemporary issues LEON JANSE VAN RENSBURG AND 22.1 Emerging entrepreneurial types Case study: All in the family Bibliography Index