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Chapter 13
Strategic Entrepreneurship
KNOWLEDGE OBJECTIVES
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9.
Definestrategicentrepreneurshipandcorporateentrepreneurship.
Defineentrepreneurshipandentrepreneurialopportunitiesandexplaintheirimportance.
Defineinvention,innovation,andimitationanddescribetherelationshipamongthem.
Describeentrepreneursandtheentrepreneurialmindset.
Explaininternationalentrepreneurshipanditsimportance.
Describehowfirmsinternallydevelopinnovations.
Explainhowfirmsusecooperativestrategiestoinnovate.
Describehowfirmsuseacquisitionsasameansofinnovation.
Explainhowstrategicentrepreneurshiphelpsfirmscreatevalue.
CHAPTER OUTLINE
Opening Case Googling Innovation
ENTREPRENEURSHIP AND ENTREPRENEURIAL OPPORTUNITIES
INNOVATION
ENTREPRENEURS
INTERNATIONAL ENTREPRENEURSHIP
INTERNAL INNOVATION
Strategic Focus The Razrs Edge: R&D and Innovation at Motorola
Incremental and Radical Innovation
Autonomous Strategic Behavior
Induced Strategic Behavior
IMPLEMENTING INTERNAL INNOVATIONS
Cross-Functional Product Development Teams
Facilitating Integration and Innovation
Creating Value from Internal Innovation
INNOVATION THROUGH COOPERATIVE STRATEGIES
Strategic Focus Does Whole Foods Really Obtain Innovation in Unnatural Ways?
INNOVATION THROUGH ACQUISITIONS
CREATING VALUE THROUGH STRATEGIC ENTREPRENEURSHIP
SUMMARY
REVIEW QUESTIONS
EXPERIENTIAL EXERCISES
NOTES
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OPENING CASE
Googling Innovation
Google it! Regardless of which search engine is used to surf the Web, Internet users commonly
google it. Google has become a generic. Globally, over 380 million people use Google in 35 different
languages to find what they want on the Internet. In addition to its search capabilities, Google expanded its
repertoire to include Web portal services such as Webmail, blogging, photo sharing, and instant messaging.
It also provides a number of other tools such as interactive maps, discussion groups, comparison shopping,
and an image library.
Google is best known as an innovation company because it continually develops and introduces new
services to the market. Google has established a corporate culture that promotes creativity and innovation.
For example, all employees are allowed 20 percent of their time to work on projects of their choosing.
Also, Google has a flat organization structure and few managers. Even project teams have no permanent
leader. Team members rotate as the project leader. Google is a relaxed and fun place to work, with free
snacks and meals, as well as video games available for break times. The attractiveness of its culture is
shown by the fact that Google has almost no turnover.
And Google also found a way to harness all of the ideas created by its employees and motivational
workplace. First, Google established an internal Web page for tracking new ideas. Each idea creator set
up a special Web page for her/his new idea. This information is posted on the intranet, which allows others
in the company to test the idea. Second, Google established a vice president of search products and user
experience. This vice president is an internal gatekeeper and recommends if and when a particular product
is ready for release to the market. The role is also used to span the boundary between the technical
(geeks) and the markets (marketing and sales).
Some believe that the best services offered outside of search have come through acquisitions and strategic
alliances. Regardless, Google uses innovation as a way to beat its competition even in international markets
such as China. The market leader in China is Baidu.com. But Google developed a research center in Beijing
to develop new products for the Chinese market, and introduced a Chinese-language brand name to
compete effectively in this market.
Google has put innovation at the very top of its priority list and has built an organization in which
innovation truly lives and breaths. Equate the 20 percent time allowance for working on
employee ideas to days per week. Thats the equivalent of one day per week that employees are
allowed and encourages to make a difference. But do your students see a down-side to lack of
structure? Might this environment foster a cat herding image? This opening case is packed
with dialogue kindling that students will embrace with gusto.
Definestrategicentrepreneurshipandcorporateentrepreneurship.
13-2
Defineentrepreneurshipandentrepreneurialopportunitiesand
explaintheirimportance.
Defineinvention,innovation,andimitationanddescribethe
relationshipamongthem.
INNOVATION
Peter Drucker argues that innovation is a function of entrepreneurship, as well as the means that an entrepreneur
uses to create wealth-producing resources or enhance the potential of existing resources for creating wealth.
Entrepreneurship and innovation are important for large and small firms (and start-ups) as they compete in the
new competitive landscape. These are central to creativity, economic growth, productivity, and job creation.
13-3
Teaching Note: Innovation has long been recognized as vital to competitive success. For
example, Henry Ford, founder of Ford Motor Company, observed that, The competitor to be
feared is one who never bothers about you at all, but goes on making his own business better
all the time. Businesses that grow by development and improvement do not die. But when a
business ceases to be creative, when it believes it has reached perfection and needs to do
nothing but produceno improvement, no developmentit is done.
Innovation has an impact on firm outcomes.
Innovation is a key source of competitive success for firms competing in turbulent, competitive markets.
Innovation is intended to enhance a firms strategic competitiveness and financial performance.
Research shows that firms in global industries that invest more in innovation also achieve greater returns.
Schumpeter suggested that firms generally engage in three types of innovative activity:
invention, the act of creating or developing a new product (good or service) or process idea
innovation, the process of creating a commercializable product from invention
imitation, the adoption of innovation by similar firms, which often leads to standardization of the product or
process and lower pricesall of this while maintaining many of the same features
In the United States in particular, innovation is the most critical of the three types of innovative activity. Many
companies are able to create ideas that lead to inventions, but commercializing those inventions through
innovation has, at times, proved difficult. This difficulty is suggested by the fact that approximately 80 percent
of R&D occurs in large firms, but these same firms produce fewer than 50 percent of the patents.
Describeentrepreneursandtheentrepreneurialmindset.
ENTREPRENEURS
Entrepreneurs are individuals, acting independently or as part of an organization, who create a new venture or
develop an innovation and take on the risks involved in introducing it to the marketplace.
Entrepreneurs tend to demonstrate several characteristics, including those of being optimistic, highly
motivated, willing to take responsibility for their projects, and courageous. In addition, entrepreneurs tend to be
passionate and emotional about the value and importance of their innovation-based ideas.
Evidence suggests that successful entrepreneurs have an entrepreneurial mind-set. The person with an
entrepreneurial mind-set values uncertainty in the marketplace and seeks to continuously identify
opportunities with the potential to lead to important innovations. Because it has the potential to lead to
continuous innovation, individuals entrepreneurial mind-sets can be a source of competitive advantage for a
firm.
Top-level managers should try to establish an entrepreneurial culture that inspires individuals and groups to
engage in corporate entrepreneurship. For example, Steve Jobs of Apple Computer believes one of his key
responsibilities is to help Apple become more entrepreneurial and more like a start-up.
In most cases, knowledge must be transferred to others in the organization (even in smaller ventures) to enhance
the entrepreneurial competence of the firm. The transfer is likely to be more difficult in larger firms. Research
has shown, however, that units within firms are more innovative if they have access to new knowledge.
Managers will need to develop the capabilities of their human capital to build on their current knowledge base
while incrementally expanding that knowledge.
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Explaininternationalentrepreneurshipanditsimportance.
INTERNATIONAL ENTREPRENEURSHIP
Entrepreneurship is a top priority in many countries of the world (e.g., Finland, German, Israel, Ireland).
A recent study of 42 countries found that the percentage of adults involved in entrepreneurial activity ranged
from a high of over 40 percent in Peru to a low of slightly over 3 percent in Belgium. The U.S. had a rate of
about 10 percent. Importantly, this study also found a strong positive relationship between the rate of
entrepreneurial activity and economic development in the country.
Research indicates that there is a direct relationship between entrepreneurship and collectivism: when
collectivism is emphasized, entrepreneurship declines. However, extremely high levels of individualism also
can have a negative impact on entrepreneurship. Thus, it is important to balance individualism and collectivism
(or the spirit of cooperation and group ownership of innovation).
With increasing globalization, a growing number of new ventures are born global (i.e., started as an
international concern). New ventures that enter international markets to increase their technological knowledge
thereby enhance their performance.
The probability of entering international markets increases when the firm has top executives with international
experience. Furthermore, the firm has a higher likelihood of successfully competing in international markets
when its top executives have international experience.
Because of the learning and economies of scale and scope afforded by operating in international markets, both
young and established internationally diversified firms often are stronger competitors in their domestic market
as well. Additionally, as research has shown, internationally diversified firms are generally more innovative.
Describehowfirmsinternallydevelopinnovations.
INTERNAL INNOVATION
Most innovation is developed through Research and Development (R&D). In fact, R&D may be the most
critical factor in gaining and sustaining a competitive advantage in some industries (e.g., pharmaceuticals).
STRATEGIC FOCUS
The Razrs Edge: R&D and Innovation at Motorola
As we look at the litany of innovation kudos and credits that Motorola has received from impartial and
independent juries, we are somewhat in awe that an organization as big as Motorola (Fortune 100) can
build such a consistent track-record through ongoing entrepreneurial strategies. Some of its more recently
received honors included:
2004 National Medal of Technology
2006 IEEE-Standards Association Corporate Award
2006 CES Mark of Excellence Award (for the best home wireless product)
2006 Best of ITS Award for Research and Innovation
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Effective R&D often leads to firms filing for patents to protect their innovative work. Increasingly, successful
R&D results from integrating the skills available in the global workforce. In the years to come, the ability to
have a competitive advantage based on innovation may accrue to firms that are able to meld the talent of human
capital from countries across the world.
Incremental and Radical Innovation
Most innovations are incremental. That is, they build on existing knowledge bases and provide small
improvements in the current product lines. Alternatively, radical innovations usually provide significant
technological breakthroughs and create new knowledge. Radical innovations are rare because of the difficulty
and risk involved in developing them.
Internal corporate venturing represents the set of activities used to create inventions and innovations within a
single organization. The internal corporate venturing process is illustrated in Figure 13.1.
Figure Note: Figure 13.1 should be used as a reference point by students during your
discussion of the process.
FIGURE 13.1
Model of Internal Corporate Venturing
This model illustrates the two approaches to internal corporate venturing:
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Autonomous strategic behavior is a bottom-up process which enables product champions to pursue new
product ideas and sponsor them through a political process until they achieve commercial success.
Induced strategic behavior is a top-down process where product and process ideas are developed within the
context of a firms existing strategy, structure, and strategic vision.
Whichever process is followed takes place within and is affected by the structural and strategic context of the
organization. Each of these topics will be discussed in more detail in the sections that follow.
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As the model in Figure 13.2 suggests, internal corporate ventures must be effectively managed to facilitate
cross-functional integration so a firm will be able to gain maximum value from its product design and
commercialization efforts.
Explainhowfirmsusecooperativestrategiestoinnovate.
STRATEGIC FOCUS
13-9
The rapidly changing technologies of the twenty-first century competitive landscape, globalization, and the
need to innovate at world-class levels are primary influences on firms decisions to innovate by cooperating
with other companies. Indeed, some believe that because of these conditions, firms are becoming increasingly
dependent on cooperative strategies as a path to successful competition in the global economy.
Both entrepreneurial ventures and established firms use cooperative strategies (e.g., strategic alliances and joint
ventures) to innovate. Entrepreneurial ventures, for example, may seek investment capital as well as established
firms distribution capabilities to successfully introduce one of its innovative products to the market.
Alternatively, more established companies may need new technological knowledge and can gain access to it by
forming a cooperative strategy with entrepreneurial ventures.
Because of the importance of alliances, particularly in the development of new technology and in
commercializing innovations, firms are beginning to build networks of alliances (a form of social capital) to
help them obtain the knowledge and other resources necessary to develop innovations. Some firms now even
allow external firms to participate in their internal new product development processes.
Alliances formed for the purpose of innovation are not without risks. One important risk is that a partner will
appropriate a firms technology or knowledge and use it to enhance its own competitive abilities. To prevent or
at least minimize this risk, firms, particularly new ventures, need to select their partners carefully.
Describehowfirmsuseacquisitionsasameansofinnovation.
13-10
Explainhowstrategicentrepreneurshiphelpsfirmscreatevalue.
13-11
Strategic entrepreneurship is taking entrepreneurial actions using a strategic perspective. When engaging in
strategic entrepreneurship, the firm focuses on finding opportunities in its external environment that it can try to
exploit through innovations. Identifying opportunities to exploit through innovation is the entrepreneurship part
of strategic entrepreneurship, while determining the best way to manage the firms innovation efforts is the
strategic part. Thus, strategic entrepreneurship involves firms integrating their actions to find opportunities and
to successfully innovate as a primary means of pursuing them. In the twenty-first century competitive
landscape, firm survival and success increasingly is a function of a firms ability to continuously find new
opportunities and quickly produce innovations to pursue them.
The focus in Chapter 13 is on innovation and entrepreneurship within established organizations. This
phenomenon is called corporate entrepreneurship, which is the use or application of entrepreneurship within an
established firm. An important part of the entrepreneurship discipline, corporate entrepreneurship is widely
thought to be linked to the survival and success of established corporations. Indeed, established firms use
entrepreneurship to strengthen their performance and to enhance growth opportunities. Of course, innovation
and entrepreneurship play a critical role in the degree of success achieved by start-up entrepreneurial ventures
as well.
2. What is entrepreneurship and what are entrepreneurial opportunities? Why are these important for
firms competing in the twenty-first century competitive landscape? (pp. 369-370)
Entrepreneurship is the process by which individuals or groups identify and pursue entrepreneurial
opportunities without being immediately constrained by the resources they currently control. Entrepreneurial
opportunities are conditions in which new goods or services can satisfy a need in the market. These
opportunities exist because of competitive imperfections in markets and among the factors of production used to
produce them and when information about these imperfections is distributed asymmetrically across individuals.
Entrepreneurial opportunities come in a host of forms (e.g., the chance to develop and sell a new product and
the chance to sell an existing product in a new market). Firms should be receptive to pursuing entrepreneurial
opportunities whenever and wherever they may surface.
The competitive landscape of the twenty-first century presents firms with substantial change, a global
marketplace, and significant complexity and uncertainty. Because of this uncertain environment, firms cannot
easily predict the future and must therefore develop strategic flexibility to have a range of strategic alternatives
that they can implement as needed. They can do this by acquiring resources and building the capabilities that
allow them to take necessary actions to adapt to or proact in a dynamic environment. In this environment,
entrepreneurs and entrepreneurial managers design and implement actions that capture more of existing markets
13-12
Entrepreneurs are individuals, acting independently or as part of an organization, who see an entrepreneurial
opportunity and then take risks to develop an innovation to pursue it. Often, entrepreneurs are the individuals
who receive credit for making things happen! Entrepreneurs are found throughout an organizationfrom toplevel managers to those working to produce a firms goods or services. Entrepreneurs tend to demonstrate
several characteristics, including those of being optimistic, highly motivated, willing to take responsibility for
their projects, and courageous. In addition, entrepreneurs tend to be passionate and emotional about the value
and importance of their innovation-based ideas.
Evidence suggests that successful entrepreneurs have an entrepreneurial mind-set. The person with an
entrepreneurial mind-set values uncertainty in the marketplace and seeks to continuously identify
opportunities with the potential to lead to important innovations. Because it has the potential to lead to
continuous innovations, individuals entrepreneurial mind-sets can be a source of competitive advantage for a
firm.
Entrepreneurial mind-sets are fostered and supported when knowledge is readily available throughout a firm.
Indeed, research has shown that units within firms are more innovative when they have access to new
knowledge. Transferring knowledge, however, can be difficult, often because the receiving party must have
adequate absorptive capacity (or the ability) to learn the knowledge. This requires that new knowledge be
linked to existing knowledge. Thus, managers need to develop the capabilities of their human capital to build on
13-13
International entrepreneurship is the process of creatively discovering and exploiting opportunities that lie
outside a firms domestic markets in the pursuit of competitive advantage. As the practices suggested by this
definition show, entrepreneurship is a global phenomenon.
A key reason for this is that, in general, internationalization leads to improved firm performance. Nonetheless,
decision makers should recognize that the decision to internationalize exposes their firms to various risks,
including those of unstable foreign currencies, problems with market efficiencies, insufficient infrastructures to
support businesses, and limitations on market size, among others. Thus, the decision to engage in international
entrepreneurship should be a product of careful analysis.
Because of its positive benefits, entrepreneurship is at the top of public policy agendas in many of the worlds
countries, including Finland, Germany, Ireland, and Israel, as well as others. Placing entrepreneurship on these
agendas may be appropriate in that some argue that regulation hindering innovation and entrepreneurship is the
root cause of Europes productivity problems. In Ireland, for example, the government is particularly
focused on encouraging new innovative enterprises that have growth potential and are export oriented. Some
believe that entrepreneurship is flourishing in New Zealand, a trend having a positive effect on the productivity
of the nations economy.
6.
Increasingly, successful R&D results from integrating the skills available in the global workforce. Firms seeking
internal innovations through their R&D must understand that Talent and ideas are flourishing everywhere
from Bangalore to Shanghai to Kievand no company, regardless of geography, can hesitate to go wherever
those ideas are. In the years to come, the ability to have a competitive advantage based on innovation may
accrue to firms able to meld the talent of human capital from countries across the world.
In the twenty-first century competitive landscape, R&D may be the most critical factor in gaining and
sustaining a competitive advantage in some industries, such as pharmaceuticals. Larger, established firms,
certainly those competing globally, often try to use their R&D labs to create competence-destroying new
technologies and products. Being able to innovate in this manner can create a competitive advantage for a firm
in many industries. Although critical to long-term corporate success, the outcomes of R&D investments are
uncertain and often cannot be achieved in the short term, meaning that patience is required as firms evaluate the
outcomes that result from their R&D efforts.
7. How do firms use cooperative strategies to innovate and to have access to innovative abilities? (pp.
379-380)
It is difficult for a firm to possess all the knowledge required to compete successfully in its product areas over
the long term. Complicating this matter is the fact that the knowledge base confronting todays organizations is
not only vast, but also increasingly more specialized. Therefore, the knowledge needed to commercialize
inventions is frequently embedded within different corporations.
Strategic alliances are partnerships between firms whereby resources, capabilities, and core competencies are
combined to pursue common interests and goalsnamely, to gain either competitive parity or competitive
advantage relative to rivals. Used with increasing frequency, one important reason firms form alliances is to
produce or manage innovations (including sharing knowledge and skill sets between partners). Forming
alliances for this purpose can yield value creation.
Because of the importance of alliances, particularly in the development of new technology and in
commercializing innovations, firms are beginning to build networks of alliances that represent a form of social
capital to them. This social capital (in the form of relationships with other firms) helps them to obtain the
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EXPERIENTIAL EXERCISES
Exercise 1: Do You Want to Be an Entrepreneur?
Would you make a good entrepreneur? In this exercise, we will explore how individual attributes and
characteristics contribute to entrepreneurial success. If you believe that you have the traits of a successful
entrepreneur, would you be more effective working within a large firm or starting your own business?
Complete the first stage of the exercise individually, then meet in small groups to discuss your answers.
Individual
Brainstorm a list of personal attributes or characteristics that could help (or hinder) a persons success as an
entrepreneur.
Next, evaluate the importance of each item on your list.
Finally, compare your prioritized list against your personal characteristics. Do you think that you are a good
candidate to be an entrepreneur? Why or why not?
Group
First, compare each persons list of attributes and characteristics. Combine similar items and create a
composite list.
Second, as a group, evaluate the importance of each item on the list. It is not important to rank order the
characteristics. Rather, sort them into categories very important, somewhat important, and minimally
important.
Then, discuss within your group which team member seems to be the best suited to be an entrepreneur.
Create a brief profile of how to describe that person if he or she were applying for a job at an innovative
company such as Google, Intel, or Motorola.
Whole Class
The instructor will ask for student volunteers to present their interview profiles.
Exercise 2: Global Differences in Entrepreneurial Activity
As described in the chapter, entrepreneurship is a global phenomenon. However, innovativeness varies
from country to country, as does the infrastructure to support new business development. These differences
have substantial implications for both persons wishing to start new businesses, as well as for companies
seeking local partners in different regions.
13-16
Review the most recent GEM country reports for your two selections.
3.
Prepare a brief PowerPoint presentation that identifies the similarities and differences between the
two countries. Include the levels of entrepreneurial activity, infrastructure, and
challenges/problems facing both nations.
Assignment B
Compare entrepreneurial activities over time.
1. Select one country that was included in both the 2001 and the most recent GEM surveys.
2.
Review the GEM reports for that country for both years
3.
Prepare a brief PowerPoint presentation that identifies the similarities and differences within the
country over time. Include the levels of entrepreneurial activity, infrastructure, and
challenges/problems. Overall, is the climate for entrepreneurship improving or worsening?
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Pick two countries that are located in the same region of the world i.e., the Americas, Europe,
Asia-Pacific, or the Middle East.
5.
Review the most recent GEM country reports for your two selections.
6.
Prepare a brief PowerPoint presentation that identifies the similarities and differences between the
two countries. Include the levels of entrepreneurial activity, infrastructure, and
challenges/problems facing both nations.
Select one country that was included in both the 2001 and the most recent GEM surveys. There
were 29 countries included in the 2001 survey.
5.
6.
Prepare a brief PowerPoint presentation that identifies the similarities and differences within the
country over time. Include the levels of entrepreneurial activity, infrastructure, and
challenges/problems. Overall, is the climate for entrepreneurship improving or worsening?
Teams that select assignment B may have very different perceptions of the stability of entrepreneurial
activities, depending on the country they selected. Some nations, for example, can show a marked change
(either improvement or lost ground) in entrepreneurial activity over a five year window. In contrast, other
nations will report very similar profiles across the two time periods.
13-19
Prior to debriefing the assignment, it is important for the instructor to review the GEM global report, as
well as a sample single country report. These documents are available from the GEM website.
There are multiple avenues for providing feedback on these assignments. As with other exercises, the
instructor may ask a subset of teams to make presentations based on their PowerPoint files. An alternate
approach is more labor-intensive vis--vis the instructor, but has the added benefit of (a) ensuring that
students review the work of other teams, and (b) each team receives additional feedback on their
PowerPoint report. Take the following steps if using this approach:
1.
Assign each student as a peer reviewer to another team, with a comparable number of peer
reviewers per team.
2.
Post each teams PowerPoint file on the class Webpage (e.g., Blackboard or WebCT).
3.
Peer reviewers are to evaluate the work of another team. Based on this review, students should
write up a one-page single-spaced memo that includes:
a.
b.
c.
To get the greatest utility from these peer reviews, structure them so that items (a) and (b) are each worth
25 percent, and item (c) is worth percent. When giving the assignment, indicate that item (c) will be
evaluated based on the provision of specific suggestions for improving the quality of the report.
During the 1980s and 1990s, the number of acquisitions grew, as did the amount of money available as
venture capital. Is there a relationship between the wave of acquisitions and the increase in available
venture capital?
Is the term corporate entrepreneurship an oxymoron? In other words, can corporationsespecially large
onesbe innovative?
Ask the students for an example of a product champion supporting an innovation in a corporation. What
were the results of the champions efforts?
The economies of countries such as Russia and China have historically been operated through centralized
bureaucracies. What can be done to infuse such economies with a commitment to corporate
entrepreneurship and the innovation resulting from it?
Have the students use the Internet to find an example of two corporate innovationsone brought about
through autonomous strategic behavior and one developed through induced strategic behavior. Which
innovation seems to hold the most promise for commercial success and why?
Are strategic alliances a way to enhance a firms technological capacity, or are they used more commonly
to maintain pace with technological developments in a companys industry? In other words, are strategic
alliances a tool of firms that have a technological advantage, or are they a tool of technologically
disadvantaged companies?
13-20
Ethics Questions
1.
2.
3.
4.
Is it ethical for a company to purchase another firm to gain ownership of its product innovations and
innovative capabilities? Why or why not?
Do firms encounter ethical issues when they use internal corporate-venturing processes to produce and
manage innovation? If so, what are these issues?
Firms that are partners in a strategic alliance may legitimately seek to gain knowledge from each other. At
what point does it become unethical for a firm to gain additional and competitively relevant knowledge
from its partner? Is this point different when a firm partners with a domestic firm as opposed to a foreign
firm? If so, why?
Small firms often have innovative products. When is it appropriate for a large firm to buy a small firm for
its product innovations and new product ideas?
Internet Exercise
The Web has made it both possible and necessary for many traditional businesses to market and sell their goods
and services on-line. Consumer goods and services such as banking, clothing, vacations, and grocery items can
be ordered through the Internet. Creating new, safe, and reliable methods to access, pay for, and deliver goods
and services via the Web has added to the list of innovations and management strategies that corporate
entrepreneurs need to explore to be successful. To find out more about entrepreneurship and innovation, explore
the following websites:
Babson Colleges Arthur M. Blank Center for Entrepreneurship at http://www.babson.edu/eship
EGOPHER, a site produced by St. Louis University at http://eweb.slu.edu/
The Kauffman Foundations EntreWorld at http://www.eventuring.org
*e-project: Americas most successful pizza delivery chains, including Dominos, Pizza Hut, and other regional
businesses, have long since relied on phone orders for delivery. How can the Internets capabilities be
integrated into their business? Weighing the pros and cons of ordering pizza on-line, make a list of ten
management concerns and techniques to consider to successfully promote, develop, and run an on-line
business in this lucrative market.
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