Masters Thesis from the year 2017 in the subject Business economics - Company formation, Business Plans, grade: 2,0, Andrássy Gyula Deutschsprachige Universität Budapest, language: English, abstract: As more and more startup companies are founded every year worldwide, building up ones own business does not get easier. Since 9 out of 10 startups fail, future entrepreneurs are well advised to take a look at potential reasons for failure and success. Learning from others mistakes and studying success stories can improve their own performance and help to avoid critical errors. The academic paper at hand will provide valuable insights for entrepreneurs. After delivering an overview of the most commonly used terms and definitions in the startup scene, chapter 6 will describe the components of a business idea and how experts can assess a companys value. Subsequently, the most important factors for a startup companys success, according to literature review, will be listed and illustrated. Various standpoints of academic research and studies will be discussed. Delineating both internal and external factors, this thesis not only delivers a synoptic view of potential challenges inside a startup as well as in its ecosystem, but also juxtaposes these influences in opposition. The second part of this paper analyzes a series of interviews with twelve startup founders from three different regions (the province of North-Rhine Westphalia in Germany, Budapest in Hungary and the state of California in the US). Their views and experiences will be summarized and put into the context of their respective startup ecosystem. This way, the study is able to provide an understanding of the distinctive attributes of these ecosystems. Furthermore, the interviewees challenges and advices will be compared to previously reviewed literature. Therefore, the reader is able to gain insights from an academic perspective, as well as from real-life examples.
In Scaling Up Excellence, bestselling author Robert Sutton and Stanford colleague Huggy Rao tackle a challenge that determines every organizations success: scaling up farther, faster, and more effectively as a program or an organization creates a larger footprint. Sutton and Rao have devoted much of the last decade to uncovering what it takes to build and uncover pockets of exemplary performance, to help spread them, and to keep recharging organizations with ever better work practices. Drawing on inside accounts and case studies and academic research from a wealth of industries - including start-ups, pharmaceuticals, airlines, retail, financial services, high-tech, education, non-profits, government, and healthcare -- Sutton and Rao identify the key scaling challenges that confront every organization. They tackle the difficult trade-offs that organizations must make between Buddhism versus Catholicism -- whether to encourage individualized approaches tailored to local needs or to replicate the same practices and customs as an organization or program expands. They reveal how the best leaders and teams develop, spread, and instill the right mindsets in their people -- rather than ruining or watering down the very things that have fueled successful growth in the past. They unpack the principles that help to cascade excellence throughout an organization, as well as show how to eliminate destructive beliefs and behaviors that will hold them back.
A literature review from a dissertation submitted to Tongji University in conformity with the requirements for the degree of Master of Management. During the previous years, numerous studies have been published around the world in order to determine the factors that could influence entrepreneurs in their new product development process. This literature review will first evaluate all the concepts linked to the principal concept of entrepreneurship. Then the cognitive factors, which could influence entrepreneurship, will be analyzed in details, and finally the environmental effects on entrepreneurial new product development will be investigated.
Healthy growth is critical to the future of any business - too many rash decisions can lead to the demise of a family business. Author Jennifer Pendergast provides readers with practical knowledge to help determine whether to grow, what type of growth is healthy and sustainable and what the future potential is for any business. JENNIFER M. PENDERGAST, Ph.D Senior Associate of The Family Business Consulting Group, Inc. She specializes in strategic planning, family and business governance, family office structure, and facilitation. Jennifer is an experienced management consultant with an extensive background in the many strategic challenges faced by family firms serving a broad range of clients, ranging from startup to Fortune 500 companies, in both for-profit and non-profit arenas. With a Ph.D. in strategy, Pendergast has taught at Emory Universitys Goizueta Business School, Georgia Tech and The Wharton Business School. Her teaching experience spans undergraduate, MBA and executive level programs.
This book explores five cultural traits - Diversity, Integrity, Curiosity, Reflection, and Connection - that encourage the birth and successful development of new ideas, and shows how organizations that are serious about innovation can embrace them. Innovation - the driver of change and resilience - It is totally dependent on culture, the social environment which shapes how ideas emerge and evolve. Ideas need to breathe, and culture determines the quality of the air. If its stuffy and lacks flow, then no idea, however brilliant, will live long enough to fulfil its potential. Creating these innovation-friendly conditions is one of the key challenges facing organizations today, and one that is especially difficult for them - focused as they are on efficiency and control. Innovation, Anna Simpson argues, begins with diversity of thought and attitude: the opposite of conformity and standardisation. Likewise, with ongoing pressures to deliver results before yesterday, how can organizations allow sufficient space for the seemingly aimless process of following interesting possibilities and pondering on the impact of various options? Anna Simpson shows how large organizations can adapt their culture to enable the exchange of different perspectives; to support each person to bring their whole self to their work; to embrace the aimlessness that fosters creative experimentation; to take the time to approach change with the care it deserves, and - lastly - to develop the collective strength needed to face the ultimate sledgehammer test. Anna Simpson is a writer and editor specialising in the future of business and society. She works at Forum for the Future as the Curator for its dynamic online Futures Centre, and lives in Singapore. Her first book, The Brand Strategists Guide to Desire was published in 2014. @_annasimpson
Compensation is one of the most discussed items in business. And in a family business it gets personal. Authors Aronoff, McLure and Ward answer the some of the most important questions when it comes to the family what is fair pay among family members? How do I determine appropriate pay for my child? What should I pay my shareholders? CRAIG E. ARONOFF Co-founder, principal, and Chairman of the Board of The Family Business Consulting Group, Inc., the founder of the Cox Family Enterprise Center and current Professor Emeritus at Kennesaw State University, USA. He invented and implemented the membership-based, professional-service-provider sponsored Family Business Forum, which has served as a model of family business education for universities world-wide. STEPHEN L. McCLURE Principal at the Family Business Consulting Group, Inc. and specializes in family communications and decision making, succession planning and implementation, and governance & management in family firms. JOHN L. WARD Co-founder of the Family Business Consulting Group Inc. He is Clinical Professor at the Kellogg School of Management, USA and teaches strategic management, business leadership and family enterprise continuity.