Lisa Gundry is Professor of Management in the Charles H. Kellstadt Graduate School of Business at DePaul University, where she teaches courses in Creativity in Business, Entrepreneurship & New Venture Management, and Entrepreneurship Strategy.  She is Director of the Leo V. Ryan Center for Creativity and Innovation at DePaul.  The Center offers programs on creative discovery and business innovation to the academic and business communities.   Dr. Gundry was awarded the Innovation in Business Education Award in 1997, by the American Assembly of Collegiate Schools of Business (AACSB) Mid-Continent East Association. She has also received the DePaul University Excellence in Teaching Award.    Her most recent book is entitled, Breakthrough Teams for Breakneck Times: Unlocking the Genius of Creative Collaboration (Dearborn Pub: 2001, with L. LaMantia). She is also co-author of Blueprints for Innovation, with Charles W. Prather, 1995, Amacom, and Field Casework:  Methods for Consulting to Small and Start-up Businesses, (Sage with A. Buchko, 1996). Dr. Gundry has published numerous articles in journals including, Journal of Business Venturing, Journal of Management, Journal of Business Ethics, Human Relations, Journal of Small Business Management, IEEE Transactions on Engineering Management, International Journal of Entrepreneurship and Innovation, Journal of Enterprising Culture, Journal of Developmental Entrepreneurship, and Organizational Dynamics. She conducts research on issues related to innovative processes in organizations, entrepreneurial growth strategies, and creativity in business. Her work has been featured in media such as The Wall St. Journal, Newsweek, Business Week, Chicago Tribune, Crain’s Chicago Business. Jill Kickul is a professor of clinical entrepreneurship and research at the University of Southern California. Jill was formerly at NYU’s Stern School of Business as Director of Social Entrepreneurship and the Chair for the 30-course MBA specialization in social Innovation and Impact. She is the Founding Director of the Annual Conference on Social Entrepreneurship, the largest academic conference in the field. She has published more than 100 articles in leading entrepreneurship and management journals and her bestselling book, Understanding Social Entrepreneurship has been adopted in over 80 universities. Jill is the Editor of the Social Entrepreneurship Journal and her work on entrepreneurship education has been nationally recognized by Fortune as a Top 10 Innovative Program.

"A complete book on entrepreneurial strategies with mini-business cases."

• Foreword by Paige Arnof-FennAcknowledgmentsIntroductionPart I: Entrepreneurial Strategies for the Emerging Venture1. Entrepreneurship and Strategy: A Framework for New Venture DevelopmentContemporary Entrepreneurship: Trends and PatternsEntrepreneurship That Matters: Social Value CreationThe Role of Innovation in Entrepreneurship StrategyBeyond Traits: Scripting Our Own Entrepreneurial StrategiesWhole Brain Thinking: An Introduction to Strategy for the Emerging Venture Using the 7-S ModelSummary of Chapter ObjectivesReferences2. Strategies for Opportunity Identification: The Creative ProcessCreativity and Entrepreneurship: Turning Ideas Into New Venture OpportunitiesSources of Ideas for New VenturesThe Opportunity SEARCHBuilding the Entrepreneurial Culture to Support Creativity and InnovationSummary of Chapter ObjectivesNotes and References3. Strategies for Evaluating Opportunities: The Assessment ProcessOpportunity Evaluation: Will the Idea for the New Venture Work?Four Primary Areas for AssessmentAssessing the Feasibility of the New Venture IdeaFourteen Questions to Ask Every TimeThe Feasibility Analysis: Beginning the Evaluation ProcessFrom KIC to OOPs: The Opportunity Organizational ProposalSummary of Chapter ObjectivesNotes and ReferencesAppendix 3.1 Sources for Industry and Market ResearchAppendix 3.2 Estimating Start-Up Expenses4. Developing New Venture Strategy: Preparation and LaunchStrategic Planning and EntrepreneurshipEntrepreneurship and Strategic Management: The Creation of Wealth and ValueCreating the Strategic Vision: Articulating Need and PurposeValues Creation: Developing Strategy in Good CompanyWriting a Code of EthicsSummary of Chapter ObjectivesNotes and References5. Market Entry: Positioning the Firm for Strategic AdvantageDesigning Your Firm′s Value Solution(s)The Key Drivers Integral to Buyers’ Demands and Expectations Within Your IndustryMatrix Comparisons: Further Examining the FrameworkDeveloping the Go-to-Market StrategyThe Strategic Plan OutlineStrategic Positioning: From SWOT to TOWSShifting the Focus of Strategy: Creating New Markets Versus Competing DirectlySummary of Chapter ObjectivesReferencesPart II: Entrepreneurial Strategies for the Growing Venture6. Financial Resource CapabilitiesThe Differences Between Debt and Equity Financing: Two Similar but Separate AudiencesUnderstanding the Financing Stages Along the Life Cycle of the BusinessFurther Descriptions on the Common Sources of Financing From a Debt PerspectivePreparing Your Information for the LenderEquity Investors: Angel Investors and Venture Capital FirmsAll Told, Why Entrepreneurs Don’t Get FundingSummary of Chapter ObjectivesAppendix A: Explanatory Term Sheet SampleAppendix B: Due Diligence Checklist TableAppendix C: Additional Guidelines For Presenting Your Business PlanNotes7. The Evolving Management TeamUp and Running: Managing the Growing FirmBuilding an Advisory Board: Seeking Advice and AdvisersBoards of Directors: Corporate Governance ConsiderationsForms of Ownership: Legal Structure of the OrganizationSummary of Chapter ObjectivesNote and References8. Building Networks and Strategic AlliancesThe Benefits and Outcomes of Creating and Sustaining Strategic AlliancesWith Whom Should You Partner?Understand the Value of Investing in the Social Capital That Can Drive Your BusinessSummary of Chapter ObjectivesNote and ReferencesPART III: Entrepreneurial Strategies for Sustaining Growth in the Established Venture9. Innovative Strategies for Entrepreneurial GrowthStrategies for Innovation: Incremental to Revolutionary PerspectivesStrategic Thinking: Ideas for Future ExpansionThe Five Innovation MistakesMaintaining an Innovation-Friendly Environment in the Established VentureSummary of Chapter ObjectivesNotes and References10. Strategies for the Growing Venture: Mergers, Acquisitions, Franchising, and Exit StrategiesMergers and Acquisitions: Growth Strategies of Promise and PerilFranchising: Growth Through Systems CreationExit Strategies for the Entrepreneurial FirmValuation of the BusinessSummary of Chapter ObjectivesNotes and References11. Beyond the Strategic Entrepreneurial Model: Learning from FailureThe Other Side of Success: Rapid GrowthSolutions for Problems During Rapid GrowthEntrepreneurs and Failure: The Warning SignsLearning From FailureSummary of Chapter ObjectivesNotes and ReferencesIndexAbout the Authors

Lisa Gundry is Professor of Management in the Charles H. Kellstadt Graduate School of Business at DePaul University, where she teaches courses in Creativity in Business, Entrepreneurship & New Venture Management, and Entrepreneurship Strategy.  She is Director of the Leo V. Ryan Center for Creativity and Innovation at DePaul.  The Center offers programs on creative discovery and business innovation to the academic and business communities.   Dr. Gundry was awarded the Innovation in Business Education Award in 1997, by the American Assembly of Collegiate Schools of Business (AACSB) Mid-Continent East Association. She has also received the DePaul University Excellence in Teaching Award.    Her most recent book is entitled, Breakthrough Teams for Breakneck Times: Unlocking the Genius of Creative Collaboration (Dearborn Pub: 2001, with L. LaMantia). She is also co-author of Blueprints for Innovation, with Charles W. Prather, 1995, Amacom, and Field Casework:  Methods for Consulting to Small and Start-up Businesses, (Sage with A. Buchko, 1996). Dr. Gundry has published numerous articles in journals including, Journal of Business Venturing, Journal of Management, Journal of Business Ethics, Human Relations, Journal of Small Business Management, IEEE Transactions on Engineering Management, International Journal of Entrepreneurship and Innovation, Journal of Enterprising Culture, Journal of Developmental Entrepreneurship, and Organizational Dynamics. She conducts research on issues related to innovative processes in organizations, entrepreneurial growth strategies, and creativity in business. Her work has been featured in media such as The Wall St. Journal, Newsweek, Business Week, Chicago Tribune, Crain’s Chicago Business. Jill Kickul is a professor of clinical entrepreneurship and research at the University of Southern California. Jill was formerly at NYU’s Stern School of Business as Director of Social Entrepreneurship and the Chair for the 30-course MBA specialization in social Innovation and Impact. She is the Founding Director of the Annual Conference on Social Entrepreneurship, the largest academic conference in the field. She has published more than 100 articles in leading entrepreneurship and management journals and her bestselling book, Understanding Social Entrepreneurship has been adopted in over 80 universities. Jill is the Editor of the Social Entrepreneurship Journal and her work on entrepreneurship education has been nationally recognized by Fortune as a Top 10 Innovative Program.

"A complete book on entrepreneurial strategies with mini-business cases."

• Foreword by Paige Arnof-FennAcknowledgmentsIntroductionPart I: Entrepreneurial Strategies for the Emerging Venture1. Entrepreneurship and Strategy: A Framework for New Venture DevelopmentContemporary Entrepreneurship: Trends and PatternsEntrepreneurship That Matters: Social Value CreationThe Role of Innovation in Entrepreneurship StrategyBeyond Traits: Scripting Our Own Entrepreneurial StrategiesWhole Brain Thinking: An Introduction to Strategy for the Emerging Venture Using the 7-S ModelSummary of Chapter ObjectivesReferences2. Strategies for Opportunity Identification: The Creative ProcessCreativity and Entrepreneurship: Turning Ideas Into New Venture OpportunitiesSources of Ideas for New VenturesThe Opportunity SEARCHBuilding the Entrepreneurial Culture to Support Creativity and InnovationSummary of Chapter ObjectivesNotes and References3. Strategies for Evaluating Opportunities: The Assessment ProcessOpportunity Evaluation: Will the Idea for the New Venture Work?Four Primary Areas for AssessmentAssessing the Feasibility of the New Venture IdeaFourteen Questions to Ask Every TimeThe Feasibility Analysis: Beginning the Evaluation ProcessFrom KIC to OOPs: The Opportunity Organizational ProposalSummary of Chapter ObjectivesNotes and ReferencesAppendix 3.1 Sources for Industry and Market ResearchAppendix 3.2 Estimating Start-Up Expenses4. Developing New Venture Strategy: Preparation and LaunchStrategic Planning and EntrepreneurshipEntrepreneurship and Strategic Management: The Creation of Wealth and ValueCreating the Strategic Vision: Articulating Need and PurposeValues Creation: Developing Strategy in Good CompanyWriting a Code of EthicsSummary of Chapter ObjectivesNotes and References5. Market Entry: Positioning the Firm for Strategic AdvantageDesigning Your Firm′s Value Solution(s)The Key Drivers Integral to Buyers’ Demands and Expectations Within Your IndustryMatrix Comparisons: Further Examining the FrameworkDeveloping the Go-to-Market StrategyThe Strategic Plan OutlineStrategic Positioning: From SWOT to TOWSShifting the Focus of Strategy: Creating New Markets Versus Competing DirectlySummary of Chapter ObjectivesReferencesPart II: Entrepreneurial Strategies for the Growing Venture6. Financial Resource CapabilitiesThe Differences Between Debt and Equity Financing: Two Similar but Separate AudiencesUnderstanding the Financing Stages Along the Life Cycle of the BusinessFurther Descriptions on the Common Sources of Financing From a Debt PerspectivePreparing Your Information for the LenderEquity Investors: Angel Investors and Venture Capital FirmsAll Told, Why Entrepreneurs Don’t Get FundingSummary of Chapter ObjectivesAppendix A: Explanatory Term Sheet SampleAppendix B: Due Diligence Checklist TableAppendix C: Additional Guidelines For Presenting Your Business PlanNotes7. The Evolving Management TeamUp and Running: Managing the Growing FirmBuilding an Advisory Board: Seeking Advice and AdvisersBoards of Directors: Corporate Governance ConsiderationsForms of Ownership: Legal Structure of the OrganizationSummary of Chapter ObjectivesNote and References8. Building Networks and Strategic AlliancesThe Benefits and Outcomes of Creating and Sustaining Strategic AlliancesWith Whom Should You Partner?Understand the Value of Investing in the Social Capital That Can Drive Your BusinessSummary of Chapter ObjectivesNote and ReferencesPART III: Entrepreneurial Strategies for Sustaining Growth in the Established Venture9. Innovative Strategies for Entrepreneurial GrowthStrategies for Innovation: Incremental to Revolutionary PerspectivesStrategic Thinking: Ideas for Future ExpansionThe Five Innovation MistakesMaintaining an Innovation-Friendly Environment in the Established VentureSummary of Chapter ObjectivesNotes and References10. Strategies for the Growing Venture: Mergers, Acquisitions, Franchising, and Exit StrategiesMergers and Acquisitions: Growth Strategies of Promise and PerilFranchising: Growth Through Systems CreationExit Strategies for the Entrepreneurial FirmValuation of the BusinessSummary of Chapter ObjectivesNotes and References11. Beyond the Strategic Entrepreneurial Model: Learning from FailureThe Other Side of Success: Rapid GrowthSolutions for Problems During Rapid GrowthEntrepreneurs and Failure: The Warning SignsLearning From FailureSummary of Chapter ObjectivesNotes and ReferencesIndexAbout the Authors

Lisa Gundry is Professor of Management in the Charles H. Kellstadt Graduate School of Business at DePaul University, where she teaches courses in Creativity in Business, Entrepreneurship & New Venture Management, and Entrepreneurship Strategy.  She is Director of the Leo V. Ryan Center for Creativity and Innovation at DePaul.  The Center offers programs on creative discovery and business innovation to the academic and business communities.   Dr. Gundry was awarded the Innovation in Business Education Award in 1997, by the American Assembly of Collegiate Schools of Business (AACSB) Mid-Continent East Association. She has also received the DePaul University Excellence in Teaching Award.    Her most recent book is entitled, Breakthrough Teams for Breakneck Times: Unlocking the Genius of Creative Collaboration (Dearborn Pub: 2001, with L. LaMantia). She is also co-author of Blueprints for Innovation, with Charles W. Prather, 1995, Amacom, and Field Casework:  Methods for Consulting to Small and Start-up Businesses, (Sage with A. Buchko, 1996). Dr. Gundry has published numerous articles in journals including, Journal of Business Venturing, Journal of Management, Journal of Business Ethics, Human Relations, Journal of Small Business Management, IEEE Transactions on Engineering Management, International Journal of Entrepreneurship and Innovation, Journal of Enterprising Culture, Journal of Developmental Entrepreneurship, and Organizational Dynamics. She conducts research on issues related to innovative processes in organizations, entrepreneurial growth strategies, and creativity in business. Her work has been featured in media such as The Wall St. Journal, Newsweek, Business Week, Chicago Tribune, Crain’s Chicago Business. Jill Kickul is a professor of clinical entrepreneurship and research at the University of Southern California. Jill was formerly at NYU’s Stern School of Business as Director of Social Entrepreneurship and the Chair for the 30-course MBA specialization in social Innovation and Impact. She is the Founding Director of the Annual Conference on Social Entrepreneurship, the largest academic conference in the field. She has published more than 100 articles in leading entrepreneurship and management journals and her bestselling book, Understanding Social Entrepreneurship has been adopted in over 80 universities. Jill is the Editor of the Social Entrepreneurship Journal and her work on entrepreneurship education has been nationally recognized by Fortune as a Top 10 Innovative Program.

"A complete book on entrepreneurial strategies with mini-business cases."

• Foreword by Paige Arnof-FennAcknowledgmentsIntroductionPart I: Entrepreneurial Strategies for the Emerging Venture1. Entrepreneurship and Strategy: A Framework for New Venture DevelopmentContemporary Entrepreneurship: Trends and PatternsEntrepreneurship That Matters: Social Value CreationThe Role of Innovation in Entrepreneurship StrategyBeyond Traits: Scripting Our Own Entrepreneurial StrategiesWhole Brain Thinking: An Introduction to Strategy for the Emerging Venture Using the 7-S ModelSummary of Chapter ObjectivesReferences2. Strategies for Opportunity Identification: The Creative ProcessCreativity and Entrepreneurship: Turning Ideas Into New Venture OpportunitiesSources of Ideas for New VenturesThe Opportunity SEARCHBuilding the Entrepreneurial Culture to Support Creativity and InnovationSummary of Chapter ObjectivesNotes and References3. Strategies for Evaluating Opportunities: The Assessment ProcessOpportunity Evaluation: Will the Idea for the New Venture Work?Four Primary Areas for AssessmentAssessing the Feasibility of the New Venture IdeaFourteen Questions to Ask Every TimeThe Feasibility Analysis: Beginning the Evaluation ProcessFrom KIC to OOPs: The Opportunity Organizational ProposalSummary of Chapter ObjectivesNotes and ReferencesAppendix 3.1 Sources for Industry and Market ResearchAppendix 3.2 Estimating Start-Up Expenses4. Developing New Venture Strategy: Preparation and LaunchStrategic Planning and EntrepreneurshipEntrepreneurship and Strategic Management: The Creation of Wealth and ValueCreating the Strategic Vision: Articulating Need and PurposeValues Creation: Developing Strategy in Good CompanyWriting a Code of EthicsSummary of Chapter ObjectivesNotes and References5. Market Entry: Positioning the Firm for Strategic AdvantageDesigning Your Firm′s Value Solution(s)The Key Drivers Integral to Buyers’ Demands and Expectations Within Your IndustryMatrix Comparisons: Further Examining the FrameworkDeveloping the Go-to-Market StrategyThe Strategic Plan OutlineStrategic Positioning: From SWOT to TOWSShifting the Focus of Strategy: Creating New Markets Versus Competing DirectlySummary of Chapter ObjectivesReferencesPart II: Entrepreneurial Strategies for the Growing Venture6. Financial Resource CapabilitiesThe Differences Between Debt and Equity Financing: Two Similar but Separate AudiencesUnderstanding the Financing Stages Along the Life Cycle of the BusinessFurther Descriptions on the Common Sources of Financing From a Debt PerspectivePreparing Your Information for the LenderEquity Investors: Angel Investors and Venture Capital FirmsAll Told, Why Entrepreneurs Don’t Get FundingSummary of Chapter ObjectivesAppendix A: Explanatory Term Sheet SampleAppendix B: Due Diligence Checklist TableAppendix C: Additional Guidelines For Presenting Your Business PlanNotes7. The Evolving Management TeamUp and Running: Managing the Growing FirmBuilding an Advisory Board: Seeking Advice and AdvisersBoards of Directors: Corporate Governance ConsiderationsForms of Ownership: Legal Structure of the OrganizationSummary of Chapter ObjectivesNote and References8. Building Networks and Strategic AlliancesThe Benefits and Outcomes of Creating and Sustaining Strategic AlliancesWith Whom Should You Partner?Understand the Value of Investing in the Social Capital That Can Drive Your BusinessSummary of Chapter ObjectivesNote and ReferencesPART III: Entrepreneurial Strategies for Sustaining Growth in the Established Venture9. Innovative Strategies for Entrepreneurial GrowthStrategies for Innovation: Incremental to Revolutionary PerspectivesStrategic Thinking: Ideas for Future ExpansionThe Five Innovation MistakesMaintaining an Innovation-Friendly Environment in the Established VentureSummary of Chapter ObjectivesNotes and References10. Strategies for the Growing Venture: Mergers, Acquisitions, Franchising, and Exit StrategiesMergers and Acquisitions: Growth Strategies of Promise and PerilFranchising: Growth Through Systems CreationExit Strategies for the Entrepreneurial FirmValuation of the BusinessSummary of Chapter ObjectivesNotes and References11. Beyond the Strategic Entrepreneurial Model: Learning from FailureThe Other Side of Success: Rapid GrowthSolutions for Problems During Rapid GrowthEntrepreneurs and Failure: The Warning SignsLearning From FailureSummary of Chapter ObjectivesNotes and ReferencesIndexAbout the Authors