Entrepreneurship & Intrapreneurship

Entrepreneurship  The process of uncovering and developing an opportunity to create value through innovation and seizing that opportunity without regard to either resources (human and capital) or the location of the entrepreneur— in a new or existing company (Churchill, 1992: 586).

Entrepreneurship Characteristics  Commercial leanings  Lack of structure/self-control  Visionary tendencies  Risk-taking/appetite for uncertainty  Persistence  Doer/high initiative  Charisma and extroversion

Entrepreneurship Characteristics  High-energy level  Strong self-image  Team building skills/uses contacts and connections  Views failure as learning  Commitment and fun

Entrepreneurs vs Managers EntrepreneursManagers Rewards Doing what they like. Independent Corporate rewards. Promotion, staff, office, money Activity Direct involvement Delegation Risk Moderate risk taker Avoids risk Status Not concerned about status symbols Represents power and position Relationshi ps Deal-making and reciprocity Relies upon the hierarchy Time orientation Time orientation years. Short term Decisions Follows dreams with decisions Follows directives

Intrapreneurship Characteristics  Understands the environment  Visionary and flexible  Creates management options  Encourages teamwork  Encourages open discussion  Builds a coalition of supporters  Persists

Intrapreneurship Environment  New ideas encouraged  Trial and error encouraged. Failure ok!  Resources available and accessible  Long time horizon  Appropriate reward system  Sponsors and champions available  Support of top management

“It is the customer who, in the end, determines how many people are employed and what sort of wages companies can afford.” Lord Robens

Strategy in High Technology Industries

High Technology Industries  Rapidly changing scientific knowledge underlying attribute for competition  R&D/Sales  Battle over technical standard, format, and dominant design Set by decree, cooperation, public domain, but mostly through consumer choicesSet by decree, cooperation, public domain, but mostly through consumer choices

Benefits for Standards  Compatibility  Reduce consumer uncertainty  Reduce production costs  Increase in complementary products – Network effects – which greatly enhances sustainability Lock outs and switching costsLock outs and switching costs

Wining Format Wars  Ensure complementary products  Killer applications  Razor and blade strategy Cell phones, printers, satellite TV/radio, video gamesCell phones, printers, satellite TV/radio, video games  Cooperative competition  Licensing

Technological Change  If the automobile had developed at the same rate as the microchip, a Roll Royce would:  Cost $2.75  Go 3 Million miles on a gallon of gas

Competitive Dynamics  Competitive action within an industry.  Strategic and tactical action does not occur within a vacuum  What industries have high competitive dynamics?  What sort of actions/tactics are taken?

Drivers of Competitive Dynamics  numerous/equally balanced competitors  slow growth  high fixed/storage costs  lack of differentiation/switching costs  high exit barriers  Etc… Rivalry Competitive Dynamics

Types of Competitive Responses  First Movers - initial competitive action  advantages and disadvantages  Fast Followers or Capable Competitors- respond quickly to first movers  Late Entrants - day late and a dollar short

Chapters Corporate Level Strategy

Foods Quaker North America Quaker Oats Cap’n Crunch cereal Life cereal Quisp cereal King Vitaman cereal Mother’s cereal Quaker rice cakes and granola bars Rice-A-Roni side dishes Near East couscous/pilafs Aunt Jemima mixes & syrups Quaker grits Business Level Strategies How are we going to compete and gain a competitive advantage in each of our businesses?

Snack FoodsBeveragesFoods Corporate Level Strategy 1) What businesses do we want to compete in? 2) How do manage effectively across businesses

Goals of Corporate Strategy Moves to enter new businesses Boosting combined performance of the businesses Capturing synergies and turning them into competitive advantages Establishing investment priorities and steering resources into business units

4 Corporate Level Strategies 1) Vertical Integration 1) Vertical Integration 2) Strategic Outsourcing 2) Strategic Outsourcing 3) Horizontal Integration 3) Horizontal Integration 4) Diversification – two or more different businesses with distinct operations 4) Diversification – two or more different businesses with distinct operations

1) Vertical Integration  Forward or backwards Full integrationFull integration Taper integrationTaper integration  Benefits Build barriers to entryBuild barriers to entry Facilitates investment in specialized assetsFacilitates investment in specialized assets Protecting product qualityProtecting product quality Improved schedulingImproved scheduling  Risks CostsCosts Rapid technological changesRapid technological changes Demand predictabilityDemand predictability

Alternatives to Vertical Integration  Competitive bidding  Long term contracts or strategic alliances Vertical Integration Markets & Competitive Bidding Hybrid & Contracts/Alliances Form of Relationship

2) Outsourcing  Cost reduction and differentiation  Hold-ups, scheduling and hallowing out

3) Horizontal Integration  Acquiring or merging with industry competitors Reduce cost and economies of scaleReduce cost and economies of scale Increasing value through wider product line or product bundlingIncreasing value through wider product line or product bundling Manage industry rivalryManage industry rivalry Decrease buyer and supplier powerDecrease buyer and supplier power

4) How to Diversify? 1) Internal Development - corporate entrepreneurship or internal venturing able to appropriate a larger portion of wealthable to appropriate a larger portion of wealth avoids complexities of multiple partnersavoids complexities of multiple partners time consuming and requires diversity of organizational capabilitiestime consuming and requires diversity of organizational capabilities

4) How to Diversify? 2) Strategic Alliances and Joint Ventures entering a new market via the combination of complementary resources - do more togetherentering a new market via the combination of complementary resources - do more together cost reduction & sharingcost reduction & sharing development/diffusion of technologydevelopment/diffusion of technologyProblems appropriate partners - skills and compatibilityappropriate partners - skills and compatibility trust and commitmenttrust and commitment communicationcommunication

4) How to Diversify? 3) Mergers & Acquisition

Acquisitions Reasons of Acquisitions Increase Market Power Overcome Entry Barriers Increased Speed Lower Risk Avoid Competition Problems with Acquisitions Integration of two firms Overpayment/Debt Overestimation of Synergy Overdiversification Managerial energy absorption Become too large Substitute for innovation Results Poor Performance Who Wins? Acquired Firm Shareholders

Failures of Acquisitions % average acquisition premium Acquiring firm’s value drops 4% in the 3 months following acquisitions % of acquisitions are later divested Acquirers underperform S&P by 14%, peers by 4% 3 month performance before and after 30% substantial losses, 20% some losses, 33% marginal returns, 17% substantial returns30% substantial losses, 20% some losses, 33% marginal returns, 17% substantial returns

Why, then, do executives acquire? Often, for personal reasons Firm size and executive compensation are related When do executives loss their jobs? 1) Acquired - larger firms harder to acquire1) Acquired - larger firms harder to acquire 2) Performing poorly - employment risk is reduced as returns are less volatile2) Performing poorly - employment risk is reduced as returns are less volatile

Levels of Diversification Related Diversification - entering product markets that share some resource or capability requirements with the current business – horizontal relationships across businesses - synergies Advantages of related diversification include: ä Leveraging Core Competencies ä Sharing Activities ä Market Power

Levels of Diversification (cont.) Unrelated Diversification - few similarities in the resources and capabilities required among the firm’s businesses Conglomerate Diversification - no relatedness between businesses

When/Why to Diversify? To create shareholder value Porter’s Three Point Test 1) Attractiveness Test 2) Cost of Entry Test 3) Better off Test Should pass all 3

Portfolio analysis  BCG Growth-Share Matrix question marks, dogs, cash cows, stars question marks, dogs, cash cows, stars  GE- Nine Cell Matrix

Growth Rate Relative Market Share Stars Question Marks Cash Cows Dogs Boston Consulting Group Matrix

Growth Rate Relative Market Share 1.0High Low Soft Drinks Frito Lay KFC Pizza Hut Taco Bell Low High 10% BCG Matrix for PepsiCo - Early 1990s

Growth Rate Relative Market Share.75High Low Soft Drinks Frito Lay KFC Pizza Hut Taco Bell Low High 5% BCG Matrix for PepsiCo - Early 1990s

Competitive Strengths Attractiveness Invest Grow Low High LowHigh Harvest Divest Hold GE 9 Cell Matrix

Competitive Strengths Attractiveness Low High LowHigh GE 9 Cell Matrix for Pepsico Soft Drinks Snack Foods