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Entrepreneurship: Starting, Developing And Managing A New Enterprise

Hisrich, Robert D., Peters, Michael P., Ph.D.

Michael P. Peters Robert D. Hisrich

Robert D. Hirsch, Michael P. Peters

Mcgraw-hill Education (ise Editions)

McGraw-Hill School Education Group

Boston, Mass.: Irwin/McGraw-Hill

Irwin Professional Publishing

McGraw-Hill/Irwin

Dorsey Press, The

Richard D Irwin

Oracle Press

4th ed., Boston, Mass, Massachusetts, 1998

United States, United States of America

5. ed, Boston, Mass, ©2002

Volume 4, 1998

4th, 1997

Cut-off text on some pages due to tight binding.

Includes bibliographical references and index.

topic: New business enterprises.; Entrepreneurship.; Business planning.; Business enterprises-Finance.; Success in business.

Type: 英文图书

Bookmarks:
1. (p11) PREFACE
2. (p25) PART I THE ENTREPRENEURIAL PERSPECTIVE
2.1. (p26) CHAPTER 1 THE NATURE AND IMPORTANCE OF ENTREPRENEURS
2.2. (p60) CHAPTER 2 THE ENTREPRENEURIAL AND INTRAPRENEURIAL MIND
2.2.1. (p27) OPENING PROFILE: TED TURNER
2.2.2. (p30) NATURE AND DEVELOPMENT OF ENTREPRENEURSHIP
2.2.3. (p33) DEFINITION OF ENTEREPRENEUR
2.2.4. (p34) THE ENTREPRENEURIAL DECISION PROCESS
2.2.5. (p37) TYPES OF START-UPS
2.2.6. (p37) ROLE OF ENTREPRENEURSHIP IN ECONOMIC DEVELOPMENT
2.2.7. (p40) ENTREPRENEURIAL CAREERS AND EDUCATION
2.2.8. (p45) ETHICS AND SOCIAL RESPONSIBILITY OF ENTREPRENEURS
2.2.9. (p48) THE FUTURE OF ENTREPRENEURSHIP
2.2.10. (p50) IN REVIEW
2.2.11. (p61) OPENING PROFILE: EWING MARION KAUFFMAN
2.2.12. (p63) THE ENTREPRENEURIAL PROCESS
2.2.13. (p67) MANAGERIAL VERSUS ENTREPRENEURIAL DECISION MAKING
2.2.14. (p69) CAUSES FOR INTEREST IN INTRAPRENEURSHIP
2.2.15. (p70) CORPORATE VERSUS INTRAPRENEURIAL CULTURE
2.2.16. (p73) CLIMATE FOR INTRAPRENEURSHIP
2.2.17. (p75) INTRAPRENEURIAL LEADERSHIP CHARACTERISTICS
2.2.18. (p76) ESTABLISHING INTRAPRENEURSHIP IN THE ORGANIZATION
2.2.19. (p79) PROBLEMS AND SUCCESSFUL EFFORTS
2.2.20. (p80) THE BEST (WAY)LAID PLANS
2.3. (p88) CHAPTER 3 THE INDIVIDUAL ENTREPRENEUR
2.3.1. (p89) OPENING PROFILE: LILLIAN VERNON KATZ
2.3.2. (p91) ENTREPRENEURIAL FEELINGS
2.3.3. (p94) ENTREPRENEUR BACKGROUND AND CHARACTERISTICS
2.3.4. (p98) MOTIVATION
2.3.5. (p98) ROLE MODELS AND SUPPORT SYSTEMS
2.3.6. (p102) MALE VERSUS FEMALE ENTREPRENEURS
2.3.7. (p104) MINORITY ENTREPRENEURSHIP
2.3.8. (p105) ENTREPRENEURS VERSUS INVENTORS
2.3.9. (p105) GENERAL NONENTREPRENEURIAL PROFILES
2.4. (p112) CHAPTER 4 INTERNATIONAL ENTREPRENEURSHIP OPPORTUNITIES
2.4.1. (p113) OPENING PROFILE: DANIEL BOREL AND PIERELUIGI ZAPPACOSTA
2.4.2. (p116) THE NATURE OF INTERNATIONAL ENTREPRENEURSHIP
2.4.3. (p116) THE IMPORTANCE OF INTERNATIONAL BUSINESSES TO THE FIRM
2.4.4. (p117) INTERNATIONAL VERSUS DOMESTIC ENTREPRENEURSHIP
2.4.5. (p123) ENTREPRENEURIAL ENTRY INTO INTERNATIONAL BUSINESS
2.4.6. (p128) BARRIERS TO INTERNATIONAL TRADE
2.4.7. (p130) ENTREPRENEURIAL PARTNERING
2.4.8. (p134) IN REVIEW
2.5. (p139) CASES FOR PART I
3. (p193) PART II CREATING AND STARTING THE VENTURE
3.1. (p194) CHAPTER 5 CREATIVITY AND THE BUSINESS IDEA
3.1.1. (p195) OPENING PROFILER KEN OLSEN
3.1.2. (p197) SOURCES OF NEW IDEAS
3.1.3. (p198) METHODS FOR GENERATING IDEAS
3.1.4. (p201) CREATIVE PROBLEM SOLVING
3.1.5. (p207) PRODUCT PLANNING AND DEVELOPMENT PROCESS
3.2. (p220) CHAPTER 6 LEGAL ISSUES FOR THE ENTREPRENEUR
3.2.1. (p221) OPENING PROFILE: MEL DALEBOUT
3.2.2. (p222) WHAT IS INTELLECTUAL PROPERTY?
3.2.3. (p222) NEED FOR A LAWYER
3.2.4. (p222) LEGAL ISSUES IN SETTING UP THE ORGANIZATION
3.2.5. (p223) PATENTS
3.2.6. (p228) TRADEMARKS
3.2.7. (p230) COPYRIGHTS
3.2.8. (p235) TRADE SECRETS
3.2.9. (p237) LICENSING
3.2.10. (p239) PRODUCT SAFETY AND LIABILITY
3.2.11. (p240) INSURANCE
3.2.12. (p242) CONTRACTS
3.2.13. (p243) HOW TO SELECT A LAWYER
3.2.14. (p244) IN REVIEW
3.3. (p248) CHAPTER 7 THE BUSINESS PLAN
3.3.1. (p249) OPENING PROFILE: JOSEPH WILSON
3.3.2. (p250) PLANNING AS PART OF THE BUSINESS OPERATION
3.3.3. (p251) WHAT IS THE BUSINESS PLAN?
3.3.4. (p251) WHO SHOULD WRITE THE PLAN?
3.3.5. (p252) SCOPE AND VALUE OF THE BUSINESS PLAN-WHO READS THE PLAN?
3.3.6. (p254) HOW DO POTENTIAL LENDERS AND INVESTORS EVALUATE THE PLAN?
3.3.7. (p255) INFORMATION NEEDS
3.3.8. (p257) USING THE INTERNET AS A RESOURCE TOOL
3.3.9. (p260) WRITING THE BUSINESS PLAN
3.3.10. (p267) USING AND IMPLEMENTING THE BUSINESS PLAN
3.3.11. (p269) WHY SOME BUSINESS PLANS FAIL
3.3.12. (p270) IN REVIEW
3.4. (p280) CHAPTER 8 THE MARKETING PLAN
3.4.1. (p281) OPENING PROFILE: MICHAEL S. DELL
3.4.2. (p284) MARKET RESEARCH FOR THE NEW VENTURE
3.4.3. (p288) UNDERSTANDING THE MARKETING PLAN
3.4.4. (p289) CHARACTERISTICS OF A MARKETING PLAN
3.4.5. (p291) ENVIRONMENTAL ANALYSIS
3.4.6. (p292) THE MARKETING MIX
3.4.7. (p293) STEPS IN PREPARING THE MARKETING PLAN
3.4.8. (p301) CONTINGENCY PLANNING
3.4.9. (p301) WHY SOME PLANS FAIL
3.4.10. (p301) IN REVIEW
3.5. (p310) CHAPTER 9 THE FINANCIAL PLAN
3.5.1. (p311) OPENING PROFILE: SCOTT A. BECK
3.5.2. (p312) OPERATING AND CAPITAL BUDGETS
3.5.3. (p314) PRO FORMA INCOME STATEMENTS
3.5.4. (p317) BREAK-EVEN ANALYSIS
3.5.5. (p319) PRO FORMA CASH FLOW
3.5.6. (p321) PRO FORMA BALANCE SHEET
3.5.7. (p323) PRO FORMA SOURCES AND USES OF FUNDS
3.5.8. (p324) SOFTWARE PACKAGES
3.5.9. (p324) IN REVIEW
3.6. (p328) CHAPTER 10 THE ORGANIZATIONAL PLAN
3.6.1. (p329) OPENING PROFILE: STARBUCKS
3.6.2. (p330) DEVELOPING THE MANAGEMENT TEAM
3.6.3. (p333) MARKETING-ORIENTED ORGANIZATION
3.6.4. (p335) BUILDING THE SUCCESSFUL ORGANIZATION
3.6.5. (p335) JOB DESCRIPTIONS
3.6.6. (p336) JOB SPECIFICATIONS
3.6.7. (p337) THE ROLE OF A BOARD OF DIRECTORS
3.6.8. (p338) THE BOARD OF ADVISORS
3.6.9. (p338) LEGAL FORMS OF BUSINESS
3.6.10. (p344) TAX ATTRIBUTES OF FORMS OF BUSINESS
3.6.11. (p346) S CORPORATION
3.6.12. (p347) THE LIMITED LIABILITY COMPANY
3.6.13. (p348) THE ORGANIZATION AND USE OF ADVISORS
3.6.14. (p348) IN REVIEW
3.7. (p352) CASES FOR PART II
4. (p381) PART III FINANCING THE NEW VENTURE
4.1. (p382) CHAPTER 11 SOURCES OF CAPITAL
4.1.1. (p383) OPENING PROFILE: WALT DISNEY
4.1.2. (p385) AN OVERVIEW
4.1.3. (p388) PERSONAL FUNDS
4.1.4. (p388) FAMILY AND FRIENDS
4.1.5. (p389) COMMERCIAL BANKS
4.1.6. (p393) SMALL BUSINESS ADMINISTRATION LOANS
4.1.7. (p393) RESEARCH AND DEVELOPMENT LIMITED PARTNERSHIPS
4.1.8. (p396) GOVERNMENT GRANTS
4.1.9. (p397) PRIVATE PLACEMENT
4.1.10. (p399) BOOTSTRAP FINANCING
4.1.11. (p402) IN REVIEW
4.2. (p408) CHAPTER 12 INFORMAL RISK CAPITAL AND VENTURE CAPITAL
4.2.1. (p409) OPENING PROFILE: FREDERICK W. SMITH
4.2.2. (p411) FINANCING THE BUSINESS
4.2.3. (p412) INFORMAL RISK-CAPITAL MARKET
4.2.4. (p416) VENTURE CAPITAL
4.2.5. (p427) VALUING YOUR COMPANY
4.2.6. (p432) DEAL STRUCTURE
4.2.7. (p432) IN REVIEW
4.3. (p438) CASES FOR PART III
5. (p501) PART IV MANAGING, GROWING, AND ENDING THE NEW VENTURE
5.1. (p502) CHAPTER 13 PREPARING FOR THE NEW VENTURE LAUNCH: EARLY MANAGEMENT DECISIONS
5.1.1. (p503) OPENING PROFILE: GORDON CRANE
5.1.2. (p504) RECORD KEEPING
5.1.3. (p506) RECRUITING, MOTIVATING, AND LEADING THE TEAM
5.1.4. (p507) FINANCIAL CONTROL
5.1.5. (p507) ACCRUAL VS. CASH ACCOUNTING
5.1.6. (p519) MARKETING AND SALES CONTROLS
5.1.7. (p520) RAPID GROWTH AND MANAGEMENT CONTROLS
5.1.8. (p521) CREATING AWARENESS OF THE NEW VENTURE
5.1.9. (p524) HIRING EXPERTS
5.1.10. (p524) IN REVIEW
5.2. (p528) CHAPTER 14 MANAGING EARLY GROWTH OF THE NEW VENTURE
5.2.1. (p529) OPENING PROFILE: PATRICK C. KELLY
5.2.2. (p530) TO GROW OR NOT TO GROW
5.2.3. (p532) ECONOMIC IMPLICATIONS OF GROWTH
5.2.4. (p532) HITTING THE GROWTH WALL
5.2.5. (p534) FINANCIAL STRATEGIES TO SUPPORT GROWTH
5.2.6. (p534) ORGANIZATIONAL CHANGES DURING GROWTH
5.2.7. (p535) ENTREPRENEURIAL SKILLS AND STRATEGIES
5.2.8. (p539) TIME MANAGEMENT
5.2.9. (p542) NEGOTIATION
5.2.10. (p547) INFORMATION PLANNING AND CONTROL
5.2.11. (p548) IN REVIEW
5.3. (p552) CHAPTER 15 NEW VENTURE EXPANSION STRATEGIES AND ISSUES
5.3.1. (p553) OPENING PROFILE: A. MALACHI MIXON III
5.3.2. (p556) JOINT VENTURES
5.3.3. (p560) ACQUISITIONS
5.3.4. (p567) MERGERS
5.3.5. (p568) HOSTILE TAKEOVERS
5.3.6. (p568) HOSTILE TAKEOVERS
5.3.7. (p569) LEVERAGED BUYOUTS
5.3.8. (p571) FRANCHISING
5.3.9. (p576) INVESTING IN A FRANCHISE
5.3.10. (p579) IN REVIEW
5.4. (p586) CHAPTER 16 GOING PUBLIC
5.4.1. (p587) OPENING PROFILE: SAM WALTON
5.4.2. (p589) ADVANTAGES AND DISADVANTAGES OF GOING PUBLIC
5.4.3. (p592) THE ALTERNATIVES TO GOING PUBLIC
5.4.4. (p593) TIMING OF GOING PUBLIC AND UNDERWRITER SELECTION
5.4.5. (p597) REGISTRATION STATEMENT AND TIMETABLE
5.4.6. (p604) LEGAL ISSUES AND BLUE SKY QUALIFICATIONS
5.4.7. (p605) AFTER GOING PUBLIC
5.4.8. (p606) MYTHS CONCERNING GOING PUBLIC
5.4.9. (p607) IN REVIEW
5.5. (p612) CHAPTER 17 ENDING THE VENTURE
5.5.1. (p613) OPENING PROFILE: BETH BLOOM
5.5.2. (p615) BANKRUPTCY-AN OVERVIEW
5.5.3. (p617) CHAPTER 11-REORGANIZATION
5.5.4. (p620) CHAPTER 13-EXTEIVDED TIME PAYMENT PLANS
5.5.5. (p620) CHAPTER 7-LIQUIDATION
5.5.6. (p621) STRATEGY DURING REORGANIZATION
5.5.7. (p621) KEEPING THE VENTURE
5.5.8. (p623) WARNING SIGNS OF BANKRUPTCY
5.5.9. (p624) STARTING OVER
5.5.10. (p624) BUSINESS TURNAROUNDS
5.5.11. (p626) SUCCESSION OF BUSINESS
5.5.12. (p627) HARVESTING STRATEGY
5.5.13. (p629) IN REVIEW
5.6. (p634) CASES FOR PART IV
6. (p686) WORLDWIDE WEB ADDRESS INDEX
7. (p690) GLOSSARY
8. (p696) INDEX

theme: New business enterprises.; Entrepreneurship.; Business planning.; Business enterprises-Finance.; Success in business.

Designed to instruct students on how to formulate, plan and implement a new venture. Students are exposed to descriptions of how to embark on a new venture in a logical manner, with actual case studies and entrepreneur profiles to help illustrate successful and not-so-successful ventures.

Provides an understanding of an entrepreneur and the process of creating and growing a new venture

xix, 681 p. : 26 cm
Includes bibliographical references and index

2023-06-28