1

Case text:

Xuan Sushi’ Entering the City:

Where Should Small and Micro Businesses Go?1

Abstract: Under the background of "Massive innovation and popular entrepreneurship", the

academic researches on entrepreneurship are moving toward the stage of concepts and

quantification, exploring the mechanism of its occurrence. When mainstream media cast their

eyes on college students and entrepreneurial ventures, hundreds of millions of civilians are

silently guarding their own shop from morning to evening. There is no expensive or cheap

among entrepreneurship, this case selects one of the many small and micro enterprises in

China — Xuan Sushi as the description object. From the perspective of the founder, it

describes an ordinary person's entrepreneurial story, thus adding fun to the dry academic

research and providing factual evidence for theories. Through the study and discussion of the

case, MBA students can be enhanced to understand the theoretical aspects such as

entrepreneurial traits and the identification of entrepreneurial opportunities.

Keywords: Small and Micro Businesses; Xuan Sushi; Entrepreneurial Opportunity

Recognition

0 Introduction

At 15:15 on August 26, 2017, the rain in the sky was overturning like a waterfall, raindrops

like beans hit the glass on the windows. The cigarette on the fingertips of Kun Wang was

flickering, Coffee was still warm, but his eyes were somewhat stagnant, his thoughts were

flying... I sat quietly opposite him, bowing down in the notebook to record the scattered plots

he had told me.

1 Background

1.1 Brief of Xuan Sushi

Located in Huaihe Road Pedestrian Street (Xin'an Mall Alley), Hefei City, Anhui Province,

Xuan Sushi is a small store with a area of less than 10 square meters. This is also the main one

1.This case was compiled by Associate Prof. Hanhui Chen from School of Business Administration, Anhui University of

Finance and Economics, with the supports of Kun Wang, the founder of Xuan Sushi. The authors own the right of authorship,

modification and adaptation in the copyright.

2.Anhui Provincial Department of Education Project “Management Degree Case Library and Teaching Case Promotion

Center is authorized to use this case and has the right of reproduction, modification, publication, publishing,

communication of information on network, adaptation, compilation and translation.

3. Due to the requirements of confidentiality, necessary cover up is made for the name and data in this case.

4.This case is only for classroom discussion and does not imply or indicate whether a certain management action is effective.

5.This case was funded by the Anhui Provincial Department of Education Project “Management Degree Case Library and

Teaching Case Promotion Center”.

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of Kun Wang's three sushi chain stores. The other two are located in Hefei University Town

and Guanting Road. The total number of employees is 24, and the main store occupies 14

persons. This unremarkable food retailer contributed more than three million RMB in annual

sales, and behind the simple organizational structure (Figure1), trademark registration

involved various categories. Although managers of three chain stores have share dividends,

Kun Wang is the only owner. The same store name and trademark are used, but the operating

model of Xuan Sushi does not belong to the corporate form.

Figure 1. Organizational Structure of Xuan Sushi

1.2 Store situations

The location of Xuan Sushi's main store once belonged to a lonely alley. Although it was a

step away from the pedestrian street with a huge stream of people, few pedestrians entered the

alley to look for something. The previous investments swung in the accumulation of

popularity. Until 2011, with the increases in the awareness and loyalty of consumer groups

increased, its orders began to be fully loaded, customers formed a long queue, and capital

return speeded up. The image store of the University Town was also put into action in 2012

(Figure2, 3). Although being a small shop, the previous investments cost Kun Wang

￥850,000 or more, while the progressive system of rent was also dropping small shop

owners into the dilemma of cost calculating when they opened the shop every day.

Figure 2. Main store Figure 3. Store of University Town

Xuan Sushi

Kun Wang(100%)

University Town store(5 Persons)

Pedestrian Street Store(14Persons)

Guanting Road Store(5persons)

Baolifeng Square Store

Manager

(1 Persons)

Cashier

(2 Persons)

Producer

(8 Persons)

Support Staff

(1 Persons)

Cleaner

(2 Persons)

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Guanting Road Store is similar to the pedestrian street shop, both belong to a takeaway type,

that is, the type of walk-away after customers' purchasing. The University Town shop(UTS)

has added the dine-in service, and the environment is also much more elegant (Figure4, 5),

this is mainly due to the fact that the consumers are mostly young undergraduates.

Figure 4. Inside surroundings 1 of UTS Figure 5. Inside surroundings 2 of UTS

Uniform dressing and standard operating procedures are one of the magic weapons for

retail food stores to win. Facing customer's diversified requirements, all employees need to

cooperate in orderly and rapid completing of confirming orders, producing and delivering

(Figure6, 7).

Figure6. Process 1 Figure7. Process 2

1.3 Product category

Sushi is the main product of Xuan Sushi, the category of Sushi includes traditional egg yolk,

seafood, squid, cheese, fish seeds and other new taste sushi, and constantly creating new

product recipes and unique taste of sauce is Xuan sushi's core competence. In the era of being

constantly imitated, there is only one secret that remaining unsurpassed - that is, be faster than

others to find and adapt to the needs of market customers, and to lead them with product

innovation. Specific products are shown in Figures 8, 9, 10, and 11 below.

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Figure 8. Eel Sushi Figure 9. Cheese Sushi

Figure 10. Salmon Sushi Figure 11. Crab Seed Sushi

Facing the consumption tendency of young customers in the university town, University

Town shop (UTS) also increases the categories of curry rice and snack foods, as shown in

Figures 12 and 13.

Figure 12. Catalog of UTS Figure13. Front Desk of UTS

2 Adventure History

Kun Wang was born in Mudanjiang City, Heilongjiang Province in 1973. He is 183

centimeters tall and cooks very well. He once worked in a restaurant and had a small shop of

supplying studying guidance and snacks for primary school students. Although he had never

received any advanced business education, business and management wisdom could be

revealed in his words.

2.1 First pot of gold

In February 2004, Kun Wang went to Bengbu city with only 20,000RMB which was all

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money he had that time, got married with his lover and got involved in the operations of

internet cafes under the guidance of his wife’s relatives. And five years later he was out due to

the disputes among partners.

Kun Wang said: "At that time, I didn't understand computers at all. I took the cyber-cafe

from other people's hands, and then I redecorated the store together with my friends, got

someone to install computer system. We switched to duty every day. It's so tired to be in the

store all the day!" He took a sip of coffee which was getting some cold, and he went on to say,

"The license to operating a new internet bar was prohibited issuing, and the price of license

became to soar, so we sold the first license of internet cafe, took over the second one, and then

completely withdrew from cyber-cafe later because of the broken partnership, and got a

dividend of 200,000 RMB."

2.2 Looking for investments, hitting a frustrated loss

In March 2009, it was just over a month or so from the sale of internet cafes, an opportunity

to invest in mining machinery and equipment was placed in front of Mr. and Mrs. Kun Wang.

Through a multifaceted consideration, they mortgaged their house and also borrowed 100,000

RMB from relatives, plus the savings from operating internet cafes, a total of￥800,000 were

raised to prepare for their new investment in the northwest of china. However, there was an

unexpected situation and they have not yet reached a certain province in the northwest, the

relationship between intermediary and the owner of the mine was broken, so the investment

opportunity went with wind.

On June 16th, 2009, Kun Wang went to his homeland -- the northeast of china -- to study

barbecue know-how. After returning, he opened a barbecue restaurant which cost him

￥90,000 including rents, decorating and equipment. During the initial period of opening,

congratulations and blessings from relatives and friends did not bless him rich profits in

coming days. Half a year later, the barbecue restaurant was sold and the total loss was 48,000

RMB, which was more than half of the investment amount.

2.3 Accidentally popular, food stalls showing his skills

On March 14, 2010, Kun Wang and his wife found a 1.5 square meters booth at the snack

street behind the department store in Bengbu city，and began to sell roast chicken wings and

legs. Although the amount of this investment (including rents per month) was only 2,000

RMB, business has always been lackluster, barely enough to subsist lines. "I walked around in

the snack street to see what others did and what products were selling well." Kun Wang said,

"Finally, I discovered that there were two sushi booths. Many people were lining up at the

meals. I also bought a few tastings and the taste was very general. I thought if I was cooking

this kind of food, I would be more professional than them."

On April 30th, Kun Wang stopped selling roast chicken wings and changed to sell sushi.

This smart couple made various kinds of sushi and the taste was very good. Many diners

became repeat customers. Kun Wang said: "In June, I remember there were many customers

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calling for sushi! So I was responsible for delivery besides selling sushi on booth every day,

and you know, there was no such thing as Meituan at that time."

2.4 Moving to Hefei, new development in the capital of Anhui province

Facing the rectification and reform of the snack street, Kun Wang and his wife started to

seek new shop in Hefei Pedestrian Street, and at the same time continued to search for new

shops in the snack street. "Actually my focus has shifted to Hefei that time. After all, the

snack street was so small, the rents would surely increase dramatically!" said Kun Wang,

"Finally, I found a small booth outside of a noodle shop in Hefei, which was constructed with

glasses. The whole area was less than 10 square meters, and the rent was ￥3,000 per month,

which would be increased next year."

Kun Wang had no any hesitation and signed a five-year agreement with the landlord, the

rents from the initial ￥3000/month to the later ￥5000 /month, and last to ￥100,000 /year.

The renovated shop was finally open on December 25th, 2010. In the following six months,

the business languished. Fortunately for him, there were gradual returning customers, and got

a interview with a food program. In the second half of 2011, the sushi business went into a

blowout mode. At the same time, the name, font and logos of "Xuan Sushi" were registered in

various categories.

Facing new ones who wanted to join in, Kun Wang did not accept their requests, and added

two branches just with their own relatives, the branch's business was obviously not good as

walking street stores'. With the booming business, Kun Wang earned a lot of money, so he

purchased a store worth 2.4 million RMB at Baolifeng Plaza in Hefei in 2015, ready for the

operation of the new store.

3 Dilemmas and future trends of Xuan Sushi

Xuan Sushi officially moved to the provincial capital in 2011, and it has been about six

years more from then. By sorting out what Kun Wang talked about, the difficulties and future

directions of Xuan Sushi can be summarized in the following five points.

(1) The high turnover rate of employee is the primary problem that Xuan Sushi has to solve.

In view of women's ingenuity, the staff members of sushi shop are basically girls aged 18-28

who are not likely to stay in a fixed company or position for a long time, let alone working in

a less than 10 square meters shop, so the period on duty from 3 months to 1 year is the

majority of employees.

(2) The training of management teams is a complicated and slow process. Xuan Sushi

currently does not adopt a company-based operation because "the cost is too high!" said Kun

Wang, "However, this does not mean that we will always use the operating mode of individual

industrial and commercial households. With new stores opening, the size of the shop will

continue to expand, and we will take the form of the company in the last."

(3) The unstable existing shop lease comes to be a sharp sword hanging above the head of

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Xuan Sushi. Actually, once the store is operated smoothly, there will be two kinds of terrible

possible situations: the one is that the rent will rise immensely; the other one is that the store

will be took back without renewing the contract.

(4) Whether the site selection is properly chose or not determines the success or failure of

the new shops. In today's fast-food culture, the flow of people means cash flow, a golden

location means high rents and operating costs. The addition of a new store of Xuan Sushi is

not a flash of ideas which can be implemented. Scale expansion relies on carefully field

investigating and researching. Otherwise, it will face the situation of losing both men and

money.

(5) Product innovation is one of the magic weapons that Xuan Sushi maintains and attracts

its customers. From the initial simplicity of sushi category to the introduction of a variety of

ingredients; from streamlined bags to exquisite exterior decoration; from take-out to dine-in,

Xuan Sushi has always been innovating and changing, and this innovation has also brought it

a growing customer group and a good reputation.

4 Ending

In the late summer, the rain came quickly and went fast. While dark clouds slowly

dispersed in the sky, and a few rays of sunshine with a slight temperature were leaking out.

Small and micro enterprises, like Xuan Sushi, do not have the same scale and credit capital as

large companies', but they have not been far behind in solving employment and creating

wealth and social value. The role of the founder is particularly prominent in small and micro

enterprises, and personal decisions directly affect the survival of enterprises. In the era of

intelligent interconnection, how small and micro enterprises survive and develop in the

process of rapid imitation and being imitated has became the forever theme of all the

founders' minds.

（Case text: 2138 words）

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Case usage instructions:

Xuan Sushi’ Entering the City:

Where Should Small and Micro Businesses Go?

一．Teaching purposes

1. This case is mainly applicable to the "opportunity recognition" chapter in the

"Entrepreneurial Management" course.

2. Teaching purposes of this case:

(1)Learn and understand the ways and methods of identifying entrepreneurial

opportunities.

(2) Identify different types of entrepreneurial motivations.

(3)Identify the relationship between entrepreneurial personality and entrepreneurship.

二．Inspired Questions

1. Combining theories and case studies, what are the common personal characteristics of

entrepreneurs?

2. What is the relationship among the entrepreneur's previous work experiences,

entrepreneurial opportunity recognition and entrepreneurial performance?

3. How many forming paths of entrepreneurial opportunities can you find out?

4. Could you figure out how many types of entrepreneurial motivations exist?

三．Analysis path

Teachers can use this case flexibly according to the objectives of teaching course. The

analysis of this case is shown in Figure 1.

Personal

Characteristics.active . tenacious

……

Working

Experiences.time span .relevance

……

Environment.economic .technical

……

Entrepreneurial

Motivations.survival .self-

accomplishment

Opportunities

Recoginition.discover .construct

Business Model.construct .iterate

Business

Realization

Entrepreneurial

Input

Entrepreneurial

Processing

Entrepreneurial

Output

Figure 1. Business process analysis diagram based on system theory

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1. The main purpose and thinking path of this case study is to use related theories of

entrepreneurial management to analyze the entrepreneurial process, so that learners can

combine the situation to understand the entrepreneurial process after reading this case.

2. Through reading the descriptions of this case, learners can find out founder's

characteristics in the process of repeatedly hitting the wall of entrepreneurship, such as

tenacity, persistence, innovation, etc.

3. Learners should seek the relevance of the current business venture from previous work

experiences by sorting out backgrounds of the founder of this case.

4. In the context of entrepreneurial input of various types of factors, entrepreneurs start

from the survival motivation, discover and build new entrepreneurial opportunities, and then

seek new business models when the external environment changes, that is the iteration of the

business model, to seek the final self -achievement.

四．Theoretical basis and analysis

1. Formation theory of entrepreneurial opportunity

The core of entrepreneurship lies in entrepreneurial opportunity. It means the entrepreneur's

knowledge and understanding of entrepreneurial opportunities (Si Xiaofu et al., 2016). Shane

& Venkataraman (2000) argued that entrepreneurial opportunities referred to the formation of

new goals or means to achieve the possibility of new raw materials, new products or services.

The existing literatures showed that there were three types of epistemology in the formation

of entrepreneurial opportunities.

The first is the discovery theory of entrepreneurial opportunity. That is, entrepreneurial

opportunities exist objectively. Like gravitation, entrepreneurs discover opportunities that

exist in the real world. Entrepreneurs' past experiences will leave behind entrepreneurial

imprints, affecting their ability to discover entrepreneurial opportunities. Mathias et al. (2015)

believed that besides personal experiences, entrepreneurs’ family and friends, hobbies, etc.

also could bring opportunities for entrepreneurs to discover new starts.

The second is the constructive theory of entrepreneurial opportunity. Scholars believed that

entrepreneurial opportunities can be socially constructed, just as artworks were created by

artists. Suddaby et al. (2015) found that entrepreneurs in practice continued to think about the

social environment, the iteration of customers and markets, and used creative imagination to

construct entrepreneurial opportunities, such as "Double 11" shopping festival which was

built by Alibaba Group. Wood & McKinley (2010) regarded entrepreneurial opportunity as a

subjective phenomenon. It was constructed socially in the interaction of entrepreneurs with

other people, environment and the results of entrepreneurial efforts and actions. They divided

the formation process of entrepreneurial opportunity into three stages including

conceptualization, Objectification of ideas and opportunities utilization and development (see

Figure 2).

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Conceptualization

of ideas

Objectification of

ideas

Give up ideas

Objective channel

entrepreneurship

Opportunity

development

Opportunity

abandoned

Entrepreneur

social relations

and reputation

Consensus with

others

Post-cognitive reconstruction

Figure 2 Wood-McKinney Model

The third is viewpoints that opportunities are discovered and constructed, they are not

completely antagonistic. Objectively, entrepreneurial opportunities can be discovered or

constructed (Si Xiaofu et al., 2016). Both approaches can obtain economic benefits by

meeting market gaps and add new opportunities to the industry value chain. Dyer et al. (2008)

found that entrepreneurs could identify and construct entrepreneurial opportunities by asking

questions, observing them carefully, starting trials, and actively communicating with the

outside.

2. Study on the Influencing Factors of Identifying Business Opportunity

China has experienced the wave of "Go to the sea" in the 1980s and the boom of "Internet"

entrepreneurship in the 1990s. The government and the society gradually reached an

agreement that entrepreneurship is the key to Chinese economic development.

Entrepreneurship is not necessarily the product of institutional change, sometimes it precedes

the system. In the study of influencing factors of the identification of entrepreneurial

opportunities, scholars have found that the factors affecting the identification of

entrepreneurial opportunities include both individual and environmental factors.

Individual factors: Zhang Hong and Ge Baoshan (2014) found that entrepreneurs' prior

knowledge, entrepreneurial experiences, entrepreneurial alertness, and human capital affected

the identification of entrepreneurial opportunities. The level of matching between

entrepreneurs' knowledge structure and content is to a certain extent affecting the

identification of opportunities and the success or failure of entrepreneurship, and work

experiences as an important source of entrepreneurial knowledge structure had an important

and lasting impact on the entrepreneurial process (Beckman, 2008). In fact, venture capitalists

generally believed that the composition of entrepreneur/team experiences was even more

important than the opportunity itself.

Environmental factors: Shane (2003) believed that entrepreneurship was the connection

between opportunity and the individual. According to the difference in the degree of

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implicitness of opportunities, it could be divided into codified opportunity and tacit

opportunity, in which tacit opportunity was difficult to identify through the systematic

searching, coded opportunity could be identified through systematic searching, and the higher

the degree of implicitness of opportunities, the greater the role of prior knowledge (Smith et

al., 2009).

3. The role of business models

Amit & Zott (2001) argued that value creation came from efficiency, complementation,

locking, and novelty. The business model was the value creation mechanism for developing

and identifying opportunities, and it was also an organizational design for developing business

opportunities (George & Bock, 2011). As a complex system, the business model closely

revolves around the value of the company, its core questions are: Who is the customer? What

is the customer value? What is the basic economic logic that value is paid to customers at the

right cost?

From the perspective of transaction cost theory, entrepreneurs need to design low-cost

trading mechanisms to develop entrepreneurial opportunities and realize value creation.

Business model was an important means to develop business opportunities (George & Bock,

2011), because opportunities themselves could not create value, instead, it required a series of

opportunities to develop activities to achieve value added.

From the perspective of resource dependence theory, any form of organization needs to rely

on the external environment and to exchange lots of things with the external environment,

such as information and logistics. In order to develop business opportunities, entrepreneurs

need to access, acquire and integrate the key resources needed for the development of

opportunities. As an opportunity development mechanism, Business model reconfigures

activities to help entrepreneurs construct an effective social network, and then access external

resources to effectively develop opportunities.

五．Background information

This case was written on the basis of in-depth interviews and field trips with the founder,

branch store managers, and staff of Xuan Sushi. The operation locations of "Xuan Sushi"

involved in the main body of the case are real, and the name of the founder is also true. It had

no online publicity media such as website or public number.

六．Key points

Premier Li Keqiang clearly stated that it was necessary to use "massive innovation and

popular entrepreneurship" as an engine to help China's economy continue to advance

(Keqiang Li, 2015). Regarding researching on entrepreneurship, Shane & Venkataraman

(2000) suggested it included some topics such as who, what and how influenced opportunity

discovering, evaluating, and utilizing. When reading this case and guiding students in the

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analysis process, we should focus on the business process and the iteration of the business

model.

1. Personal characteristics of entrepreneurs. Before the 1990s, many researchers described

from the perspective of entrepreneurial traits why some people could find entrepreneurial

opportunities (Low & MacMillan, 1988). Shane(2000) argued that the knowledge

accumulated in the individual's previous work experiences about customers, markets, etc.,

created a "knowledge corridor" for entrepreneurs. Entrepreneurs' knowledge of management

and business operations accumulated in previous work was an important guarantee for

entrepreneurs to deal with complex business affairs and was the basis for effective

management of enterprises (Wiklund & Shepherd, 2003).

2. Identification of entrepreneurial opportunities. There was a conceptual overlap among

opportunity identification, opportunity assessment and opportunity development (Ardichvili

et al., 2003), this was mainly due to the cyclical nature of the three, and the recursion among

the stages of preparing, evaluating, and incubating these opportunities (Lumpkin &

Lichtenstein, 2005). Entrepreneurs' personal social connections and closeness had a key

influence on the recognition and success of their entrepreneurial opportunities.

七．Suggested class plan

This case can be taught in the form of case discussions or presentations. The following

(Table 1) is the classroom plan provided for the case discussion and is for reference only. The

class time for the entire discussion is recommended to be controlled in 90 minutes.

Table 1 90-minute Class Plan

S/N Content Teaching activities Appliances Time Remarks

1 Preparations

before class

The teaching case will be

distributed one week in

advance, and students should

read it carefully to form a

preliminary thinking.

Case text 1 week

Do not provide

students with the

problems in the

case usage text,

suggesting them

to looking for the

relevant theories

and literatures on

entrepreneurship

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2 Case opening

Teacher：Hello everyone! As

early as 2015, Premier

Keqiang Li clearly put

forward the concept of

"double innovation" of

"massive innovation and

popular entrepreneurship".

Today, entrepreneurship is no

longer a high-end topic, and

"becoming an entrepreneur"

is being chosen by more

people as a way of making a

living. As a

micro-entrepreneur, the year

of establishment is not too

long, and the founder's

experiences play a key role in

it. Faced with intensified

market competition,

companies are seeking

business model innovation in

order to achieve higher value

returns. Today we share the

real case of a small business

owner and clarify the

mechanism behind

entrepreneurial opportunities

and business model iteration.

Projector 5 Mins

Describe the

background of

"double

innovation",

highlighting the

role of

entrepreneurship,

and suggesting

the logic behind

the

entrepreneurial

process in the

case

3

Group

discussion

and reporting

Firstly, the course

participants will be assigned

(or freely organized) groups

according to 4-6 persons.

Secondly, a report PPT will

be completed on the basis of

discussions and negotiations

of the case questions. Finally,

other groups will be required

to comment on the showing

contents.

Projector,

Computer,

Whiteboard

Whiteboard

pen

40Mins

Pay attention to

time controlling

and emphasize

efficiency of

studying

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4

Case

questioning

and

explanation

Analyze the inspired

questions and inspire the

students to move closer to the

corresponding theoretical

knowledge points.

(1) Combining the case with

the realities, do entrepreneurs

have common personal traits?

What are the specifics?

(2) Is the previous work

experiences of entrepreneurs

related to entrepreneurial

opportunity identification and

entrepreneurial

performances? What is the

revelation?

(3) What are the paths of

conformation of

entrepreneurial opportunities?

(4) How many types do

entrepreneurial motives exist?

Whiteboard

Whiteboard

pen

30Mins

Briefly skip the

questions and

knowledge points

already discussed

in the group

report, and focus

on the problems

that the students

did not pay

attention to

5 Summary

The teacher summarizes the

results of the discussions of

the participants and the key

points of the inspired

questions. The focus of this

case is to inspire students to

pay attention to the

characteristics of

entrepreneurs, especially

small and micro enterprise

entrepreneurs, and the search

for opportunities. the

participants should learn to

use theories related

entrepreneurial management

to analyze entrepreneurial

processes.

Whiteboard

Whiteboard

pen

15Mins Highlight the

focus of the case

15

6 Tracing after

class

Each student is required to

submit a case study report

based on the results of the

class discussion, combining

their own understanding with

paying attention to more

small and micro enterprise

entrepreneurial stories.

Computer 1 week

Emphasize the

participation of

each student and

refuse to

hitchhike

八．Follow-up progress of the case

With the advent of market orientation, rapid urbanization, increasing "landlessness",

inadequate social security systems, and unemployment, more and more people are forced to

become self-employers and take "being entrepreneurs" as a way of making a living.

In September 2017, Hefei City rectified the alleys on both sides of Huaihe Road Pedestrian

Street. Xin'an Mall Lane was also in the ranks of blockade maintenance.

On March 25, 2018, the main store of Xuan Sushi finally entered the "opening" operation

stage. The railings that closed to the maintenance for nearly half a year were finally

dismantled, but when the roadway was open, the previous crowds could not be seen again. In

fact, Kun Wang encountered not just a problem that was difficult to gather popularity but also

faced unexpected problems such as the delay in the delivery of new stores and the termination

of the lease contract for warehouses. Entrepreneurs have a long way to go, but as long as they

are on the road, there are always staggered problems coming up...

九．Relevant attachments

The case descriptions refer to a large number of documents, which are listed below and we

show great thanks for these.

[1]Ardichvili A. ， Cardozo R. ， Ray S. A Theory of Entrepreneurial Opportunity

Identification and Development[J]. Journal of Business Venturing, 2003, 18(1):105-123.

[2] Baker T. & Nelson R. E. Creating Something from Nothing: Resource Construction

through Entrepreneurial Bricolage[J]. Administrative Science Quarterly, 2005,

50(3):329-366.

[3] Beckman C M, Burton M D. Founding the Future: Path Dependence in the Evolution of

Top Management Teams from Founding to IPO[J].Organization Science, 2008,

19(1):3-24.

[4] Dyer J. H., Gregersen H. B., Christensen C. Entrepreneur Behaviors，Opportunity

Recognition and the Origins of Innovative Ventures[J]. Strategic Entrepreneurship

Journal, 2008, 2(4):317-338.

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[5] G. George, A. Bock. The Business Model in Practice and Its Implications for

Entrepreneurship Research[J]. Entrepreneurship Theory and Practice, 2011,

35(1):83-111.

[6] J. Richardson. The Business Model: an Integrative Framework for Strategy

Execution[J]. Strategic Change, 2008, 17(4):133-144.

[7] Low M. B. & Mac Millan I. C. Entrepreneurship：Past Research and Future

Challenges[J].Journal of Management, 1988, 14(2):139-161.

[8] Lumpkin G T, Lichtenstein B B. The Role of Organizational Learning in the

Opportunity-Recognition Process[J]. Entrepreneurship Theory and Practice, 2005,

29(4):451-472.

[9] Mathias B. D.，Williams D. W.，Smith A. R. Entrepreneurial Inception：The Role of

Imprinting in Entrepreneurial Action [J]. Journal of Business Venturing, 2015,

30(1):11-28.

[10] R. Amit, C. Zott. Value Creation in E-business[J]. Strategic Management Journal,

2001, 22(6-7): 493-520.

[11] Shane S. & Venkataraman S. The Promise of Entrepreneurship as a Field of Research

[J]. Academy of Management Review, 2000, 25(1):217-226.

[12] Shane S. A General Theory of Entrepreneurship: the Individual-Opportunity

Nexus[M]. Aldershot, UK: Edward Elgar, 2003.

[13] Shane S. Prior Knowledge and the Discovery of Entrepreneurial

Opportunities[ J].Organization Science, 2000, 11(4):448-469.

[14] Smith B R, Matthews C H， Schenkel M T. Differences in Entrepreneurial

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十．Other teaching support materials

1. Provide two A4 papers for each student to record and sort out the discussions.

2. Advise students to use their own laptops for collecting and searching relative data before

class.

3. WIFI network is supported in classroom.

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