the intentional entrepreneur : bringing technology and engineering to the real new economy

8/14/2019 The Intentional Entrepreneur : Bringing Technology And Engineering To The Real New Economy

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Presented by:

Arie Ady Agusta (1106135161)

Dewi Wijayanti (1106135602)

Rika Kesuma (1106137854)


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A Tale of TwoEntrepreneurs

Creating theOpportunity

Marketing the BetterMousetrap: ATechnologistsPerspective

Evolution andCompetition in

Technology Markets

Technology and theFight for

CompetitiveAdventege

A Tale of TwoEntrepreneurs: TheJourney ContinuedThrough Heights

and Valleys

New VentureFinance: An

EntrepeneursPerspective

Building CompetitiveAdventege FromIntellectual Capital

CorporateEntrepreneurship:Two Perspective

The Real NewEconomy

Toward a PersonalEntrepreneurial

Strategy


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Kevin Boulin, founder and President of EnerTech

Enviromental of Atlanta, had presented his company to a

panel of new venture investors and technology expert.

Maurice Genderson, a founding partner of Nth PowerTechnologies a venture capital firm in San Fransisco, had

heard the presentasions of many start-up companies

during the two-days forum.


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A Family Matter

An Answer in Search of Question of a Question

First Business Model

The Technology Demonstration

Rising Sun, Rising Hope

Rethingking the Oportunity

Rethingking the Technology

The Road Ahead


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First Business Model

The marketing chalenge derived from the technological

orgins of the company. Even so, they found it difficult to

attract more than casual attention without a tangible

demonstration of the technology.

The Technology Demonstration

On the one hand, without demonstration at near-commercial scale, EnerTech could not convince potential

customers that technology would actually perform.


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Build the demonstration plant

Turn over EnerTech the know-how derived from the plant

for use the US market

Pay EnerTech a cash fee


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The Founders Insight

The Team and the Opportunity

The Nth power Business Model

Raising the First Fund: Early Lessons

Raising the First Fund: Insight and Persistence

Learning and Moving on


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Business Model Deal flow : the

supply of investment

quality companies

having soundmanagement, an

opportunity to create

extraodinary value,

and business model

that can capture that

value

The classic venture capital model,purpose:

It would strengthen credibilityamong investors as the actual dealsdone began to build a convincingrecord of accomplishment for Nthpower

It would persuade energyentrepreneurs to seek out NthPower as firm conected to realsources of capital

It would provide enough income todefray the very considerable cost ofrising a venture fund

It would build on an estamblishedrelationship with the first client, alarge East Coast electric utility

which was included with thepurchase from the consultancy


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PersonalCharacteristic

Family background

The technology entrepreneurs from educated

Motivated to start their companies

The FoundingTeam

A lead entrepreneur Experience and relevant industry connections

Cohesion

Integrity

A reward and compensation system

In searchopportunity

Entrepreneurs must seek opportunities in special market place situastion Marketplace anomalies likely to produce the best opportunities

The internal perspective company of industry


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The power of any opportunity can be understood best

when viewed through the lens of the business model

the complate set of ideas concerning the way that value

is to be created and a durable, structural competitive

adventage sustained.

Foundation concept:

A concept of how customer value will be created

A consept of how the new venture will build for itself a

structural competitive adventege in providing that

value


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A Technologists Perspective


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Understanding your offering the way a customer valur it-

not as innovation, but as package innovative services

Discrening which kinds of customer are likely to yield the

first sale and which will comprise the large, mainstreammarket

Learning what markets are trying to tell you and

responding appropriately


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Technology as

Service

Thel Dimensions of

Performance

The Dinamics of

Performance

MarketingPlanning: First

Sale toMainstream Market

Marketing as

Learnig


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The Dimencions of

Performance

Service basic elements:

speed, convenience,

economy, prestige

The challenge in discreaning

all the dimensions of

customenr value is to identifythese poorly articulated or

even unspoken component

value and include them in the

package you offer.

People dont want to payvery much for something

they are always losing, and

in any case can be found

lyling around everywhere.

The Dynamics of

Performance

Customer limitations

Experience

External events and

trends

Technical improvement Lack of technical

improvement


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First Sale toMainstream

Market

Investors take the company more seiously

A sale to one customer often begets another

Leader andLaggards

Innovators Early adopters

Early majority

Late majority

Laggards

Anlysis ofentrepereneural

Pricing

Base your price on the value of your offering to the customer rather than cost to produce

Be willing to assume the risk of novel strategies

Use these novel strategies proactively without waiting for competitiors to initiate the pricing action

Remain flexsible in pricing


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Llearning inOrganization

Adaptive learning

Generative learning

Managing theLearningProcess

Take place inside your own head and the heads ofyour patners

Open minded with a capacity to shed assumptionswhen the evidence of the marketplace


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A ThausandFlowers Bloming

Reading the market

Technology adaption

Cycle time

Effectiveness in production

Paradise Lost:The Weed

Whacker Cometh

Product Design Business Design

Product Economies

Combining Technologies

Competitive Skills in Transition

Return of TheSuits

Pressures toward incremental innovation Schumpeters revenge

Competitive strategies


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Disruptive Technologies

The Path Dependence Of Technology

Societal Preferences

The Acceleration Of Technological Change


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Sustaining

Disruptive


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where a person's decision to use the technology within is

affected by the number of users of these technologies.


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The choice of the technology that is present in their midst.


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Speed thedevelopment of a technology was able to affect

the development of other technologies.

Law of Accelerating Returns

Ray Kurzweil said, Iand many other scientists believe that within the

next 20 years we are able to reprogram the ancient software on our

bodies, and stop the aging process and reverse it. Nanotechnologies

will make us live forever.


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Kevin Bolin - EnerTech Environmental

Maurice Genderson - Nth Power Technologies


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Three kinds of Capital

First Money in

On a Roll Again

In pursuit of venture Finance

Sludge Happens

A Day at the Beach


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Many Are Called, but Few Are Chosen

All the Diligence That Is Due

The Value and the Price

The Dark Side of Venture Capital

A Reflection


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Cash in the New Enterprise

Financial Strategy for Entrepreneurs


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- A Cash Flow Scenario


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Founders capital

Development Financing

Angel Investment Venture Capital


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- Creating and Protection Intellectual Property

The Patent Process

Loose Lips Sink Ships

The Sword and the Shield

International Patents


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- Frontiers of Change in Intellectual Property

Knowledge Products

Patenting the Business Model

Gene Patenting


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- Alternatives for Securing Intellectual Property

The Black Box Strategy

The Open-Source Strategy

- Developing a Strategy for intellectual Capital

- No Advantage is Permanent


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The Launch Platform :Corporate

Advantages

SupportInfrastructure :

Administrative

Services Credibility and

Contacts

EntrepreneurialExpericence

FinancialResources


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The Launch Platform:

A Cultural Collision

(PercampuranBudaya)

Time-driven vs. Event-driven

Income-orientation vs. Value-orientation

Promotion vs. Wealth Building

The Safety Net


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The McKinsey three focused

strategy

A whole newball game

Back toMother Ship

Building fromintellectual Capital


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Building Externally : Corporate Venture Capital

Membuka percakapan di awal dengan perusahaan-

perusahaan yang dianggap sudah mapan & sukses,

karena timbul rasa ketertarikan saat para pengusaha

independen tersebut mencari dana untuk bisnis mereka.


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Building Internally : It Takes the Right Stuff

Contoh Kasus : Black & Veatch : An Entrepreneurial

Engineering Company

- The Original Market Insight

- The Technology Idea

- An Expanding Market Concept

- Capturing the Value : Origins of BVSG


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Budaya perusahaan yang mengejar nilai baru, keinginan untukmeningkatkan pertukaran resiko untuk menangkap bagaiman

suatu prospek dapat memberikan nilai penting bagi perusahaandan memberikan penghargaan yang sesuai bagi mereka yang

sukses dalam menjalankan budaya perusahaan tersebut.


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Seperangkat pemikiran dari para individu untukmenjadi juara yang dapat menghimpun visi, energi,

dan kapasitas intelektual untuk mengambil penciptaanusaha baru dan dapat secara bijaksana untuk

mengetahui sejauh mana batasan yang mereka miliki.


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Pandanganmengenai masadepan

Elemen-elemen dariEkonomi Baru yangNyataMunculnya

Pengetahuan sebagaisebuah NilaiStruktur Ekonomidari suatuPengetahuan

Pasar Baru di dalamBarang Umum


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Nanoscience and Nanotechnology

Biotechnology and Biomedicine

Information Science and Technology

The Cognitive Science, IncludingCognitive Neuroscience


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Privacy and The Rightto Self

Property and theMeaning of Ownership

Life and the Meaningof Humanity


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Time Flies :Whether orNot YoureHaving Fun

The LearningEntrepreneur

ContextCounts

When to Fold

A Team Sport

TheIntentional

Entrepreneur(Niat dari

Pengusaha)


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the intentional entrepreneur : bringing technology and engineering to the real new economy

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