Description
During this detailed data relating to a primer in entrepreneurship prof. dr. ulrich kaiser.
Department of Business Administration - Chair for Entrepreneurship
A Primer in Entrepreneurship
Prof. Dr. Ulrich Kaiser
Chair of Entrepreneurship
Universität Zürich
Fall 2015
Department of Business Administration - Chair for Entrepreneurship
Content
HS15 Seite 2
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
© 2008 Prentice-Hall
Department of Business Administration - Chair for Entrepreneurship
A Primer in Entrepreneurship
Prof. Dr. Ulrich Kaiser
Chair of Entrepreneurship
Universität Zürich
Fall 2015
Part II Developing Successful Business Ideas
Lecture 6
Developing an Effective Business Model
Department of Business Administration - Chair for Entrepreneurship
Agenda
HS15 Seite 4
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
1. Business Models
2. Components of an Effective Business Model
1.1 Business Model Innovation
1.2 Importance, Viability and Flaws of a Business Model
1.3 How Business Models Emerge
2.1 Core Strategy
2.2 Strategic Resources
2.3 Partnership Network
2.4 Customer Interface
Department of Business Administration - Chair for Entrepreneurship
Questions
HS15 Seite 5
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
What is a business model and why is it important ?
?
?
?
…to be answered in today‘s lecture.
What is included in an effective business model ?
What role does the value chain play in the
emergence of a business model ?
Department of Business Administration - Chair for Entrepreneurship
1 Business Models
Seite 6
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
The development of a firm’s business model follows the feasibility analysis stage
of launching a new venture but comes before the completion of a business plan.
is a firm’s plan or diagram for how it competes, uses its resources,
structures its relationships, interfaces with customers, and creates
value to sustain itself on the basis of the profits it earns.
Business Model
The business model stage addresses how to surround the product or service with a
core strategy, a partnership model, a customer interface, distinctive resources, and
an approach to creating value that represents a viable business model.
HS15
Department of Business Administration - Chair for Entrepreneurship
1 Business Models
Seite 7
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
There is no standard business model, no hard-and-fast rules that dictate how
firms in a particular industry should compete.
A firm’s business model takes it beyond its own boundaries.
Almost all firms partner with others to
make their business models work.
HS15
Department of Business Administration - Chair for Entrepreneurship
1 Business Models
Seite 8
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
A firm needs to have a business model in place before it can make additional
substantive decisions.
It is premature for a new venture to raise money, hire
a lot of employees, establish partnerships, or
implement a marketing plan. !
HS15
Department of Business Administration - Chair for Entrepreneurship
1.1 Business Model Innovation
Seite 9
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
Dell’s approach to selling computers versus traditional manufacturers’
represented a business model innovation in the computer industry.
refers to initiatives that are undertaken with the
intention of revolutionizing how a particular
product is produced, sold, and supported after the
sale.
Business Model Innovation
Dell needs the cooperation of its suppliers, shippers,
customers, and many others to make its business model
possible.
HS15
Department of Business Administration - Chair for Entrepreneurship
1.1 Business Model Innovation
Seite 10
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
At the time of its introduction
Dell’s business model was
revolutionary.
© 2008 Prentice-Hall
HS15
Department of Business Administration - Chair for Entrepreneurship
1.2 Importance, Viability and Flaws of a Business Model
Seite 11
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
Having a clearly articulated business model is important, because it …
… serves as an ongoing extension of feasibility analysis;
… focuses attention on how all the elements of a business fit
together and constitute a working whole;
… describes why the network of participants needed to make
a business idea viable would be willing to work together;
… articulates a company’s core logic to all stakeholders,
including the firm’s employees.
HS15
It is very important for a new venture to look at itself in a holistic manner and
understand that it must construct an effective “business model” to be successful.
Department of Business Administration - Chair for Entrepreneurship
Seite 12
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
The entrepreneur should diagram the business model on paper, examine and
check whether the answers to the following questions are satisfactory.
Does my business model make sense ?
Will the businesses I need as partners participate ?
If I can get partners to participate, how motivated will they be ? Am I asking them to
work for or against their self-interest ?
How about my customers, will it be worth their time to do business with my company
and, if I do get customers, how motivated will they be ?
1.2 Importance, Viability and Flaws of a Business Model
Can I motivate my partners and customers at a sufficient scale to
cover the overhead of my business and make a profit ?
How distinct will my business be ? If I’m successful, will it be easy
for a larger competitor to step in and steal my idea ?
?
?
?
?
?
?
HS15
Department of Business Administration - Chair for Entrepreneurship
Does my business model make sense ?
Will the businesses I need as partners participate ?
If I can get partners to participate, how motivated will they be ? Am I asking them to
work for or against their self-interest ?
How about my customers, will it be worth their time to do business with my company
and, if I do get customers, how motivated will they be ?
Can I motivate my partners and customers at a sufficient scale to
cover the overhead of my business and make a profit ?
How distinct will my business be ? If I’m successful, will it be easy
for a larger competitor to step in and steal my idea ?
?
?
?
?
?
?
Seite 13
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
1.2 Importance, Viability and Flaws of a Business Model
If the answer to each of these questions is not satisfactory,
then the business model should be revised or abandoned.
Ultimately, a business model is viable only insofar as the
buyer, the seller, and the partners involved see it as an
appropriate method of selling a product or service.
HS15
Department of Business Administration - Chair for Entrepreneurship
Seite 14
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
Two fatal flaws can render a business model untenable from the beginning.
complete misread of customers
utterly unsound economics
1.2 Importance, Viability and Flaws of a Business Model
HS15
The shining example of a good idea gone bad, online store and delivery
service Kozmo.com. For urbanites, Kozmo.com was cool and convenient.
You could order a wide variety of products, from movies to snack food, and
get them delivered to your door for free within an hour. After expanding to
seven cities, it was clear that it cost too much to deliver a DVD and a pack of
gum. Kozmo eventually initiated a $10 minimum charge, but that didn't stop
it from closing in March 2001 and laying off 1,100 employees. Though it
never had an IPO (one was planned), Kozmo raised about $280 million and
even secured a $150 million promotion deal with Starbucks.
Kozmo.com
(1998-2001)
Source:http://www.cnet.com/1990-
11136_1-6278387-1.html
Department of Business Administration - Chair for Entrepreneurship
1.3 How Business Models Emerge
Seite 15
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
It is helpful to study and analyze the value chain of a product or service.
opportunities for new businesses
the availability of means to create additional value
how business models emerge
a firm to strengthen the value chain if a viable business
model can be created to support it.
ways to create additional value or room for improvement
identify
assess
understand
form
HS15
Department of Business Administration - Chair for Entrepreneurship
1.3 How Business Models Emerge
Seite 16
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
The analysis of the value chain may focus on a single primary activity, a
support activity or an interface between two stages of the value chain.
focus: support activity
focus: primary activity
focus: interface
© 2008 Prentice-Hall
HS15
Department of Business Administration - Chair for Entrepreneurship
2 Components of an Effective Business Model
Seite 17
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
how
© 2008 Prentice-Hall
how
how
how
a firm competes
a firm acquires and uses its resources
a firm structures and nurtures its partnerships
a firm interfaces with its customers
Core Strategy
Strategic Resources
Partnership Network
Customer Interface
HS15
Department of Business Administration - Chair for Entrepreneurship
2.1 Core Strategy
Seite 18
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
mission statement
product/ market scope
basis of differentiation
describes why the firm exists and what its business
model is supposed to accomplish.
defines the products and market son which it will
concentrate. The choice of products has an
important impact on a firm’s business model.
of itself from its competitors in some way that is important
to its customers.
The core strategy consists of a firm’s mission statement, the product/ market
scope, and the basis for differentiation.
cost leadership
competition on
the basis of costs
competition on the basis of quality,
service, timeliness or other
important dimension
differentiation
HS15
Department of Business Administration - Chair for Entrepreneurship
2.1 Core Strategy
Seite 19
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
Mission: to inspire and nurture the human spirit – one
person, one cup and one neighborhood at a time.http://www.starbucks.com/about-us/company-information/mission-statement
Starbucks Coffee Company
Google’s mission is to Organize the world's information and
make it universally accessible and useful.
Googlehttp://www.google.com/about/corporate/company/
HS15http://cmorse.org/missiongen/
Department of Business Administration - Chair for Entrepreneurship
2.2 Strategic Resources
Seite 20
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
core competency
strategic assets
is a resource or capability that serves as a source of
a firm’s competitive advantage over its rivals.
are anything rare and valuable (plant, equipment,
location, brands, patents, customer data, highly
qualified staff, and distinctive partnerships, etc.)
Firms try to combine core competencies and strategic assets to create a sustainable
competitive advantage, to which investors pay close attention when evaluating a
business.
Resources are essential for a firm to implement its strategy and, hence,
affect its business model substantially.
A competitive advantage is achieved by implementing a value-creating strategy
that is unique and not easy to imitate.
HS15
Department of Business Administration - Chair for Entrepreneurship
2.3 Partnership Network
Seite 21
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
suppliers
other key relationships
Vendors/ suppliers are companies that provide parts
or services to another company. Almost all firms
have suppliers who play a vital role in the
functioning of their business models.
Firms partner with other companies to make their
business models work.
New ventures typically do not have the resources to perform all the
tasks required to make their businesses work.
New ventures, in particular, rely on partners to perform key roles.
But partnerships …
… involve risks if a single partner is a key component of a firm’s business model;
… often fall short of meeting the expectations of the participants.
HS15
Department of Business Administration - Chair for Entrepreneurship
2.3 Partnership Network
HS15 Seite 22
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
Department of Business Administration - Chair for Entrepreneurship
2.4 Customer Interface
Seite 23
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
A target market is the limited group of individuals or businesses that a firm
goes after or tries to appeal to.
Fulfillment and support describes the way a firm’s product or service “goes to
market”; how it reaches its customers (channels a company uses, what level of
customer support it provides)
Pricing structures/ models vary depending on a firm’s target market and its
pricing philosophy. (more details follow in chapter 11)
The type of customer interaction depends on how the firm chooses to compete.
The selection of the target market affects acquisitions of strategic assets,
partnerships, promotional campaigns, etc.
All these issues impact the shape and nature of a company’s business model.
p
r
i
m
a
r
y
e
l
e
m
e
n
t
s
o
f
c
u
s
t
o
m
e
r
i
n
t
e
r
f
a
c
e
HS15
Department of Business Administration - Chair for Entrepreneurship
Do you know the answer ?
HS15 Seite 24
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
…test yourself.
What is a business model and why is it important ?
What is included in an effective business model ?
What role does the value chain play in the
emergence of a business model ?
?!
?!
?!
Department of Business Administration - Chair for Entrepreneurship
References
HS15 Seite 25
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
Barringer, B. and D., Ireland (2008): Entrepreneurship - Successfully Launching
New Ventures, Pearsons Prentice-Hall.
Department of Business Administration - Chair for Entrepreneurship
Outlook
HS15 Seite 26
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
© 2008 Prentice-Hall
doc_455781243.pdf
During this detailed data relating to a primer in entrepreneurship prof. dr. ulrich kaiser.
Department of Business Administration - Chair for Entrepreneurship
A Primer in Entrepreneurship
Prof. Dr. Ulrich Kaiser
Chair of Entrepreneurship
Universität Zürich
Fall 2015
Department of Business Administration - Chair for Entrepreneurship
Content
HS15 Seite 2
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
© 2008 Prentice-Hall
Department of Business Administration - Chair for Entrepreneurship
A Primer in Entrepreneurship
Prof. Dr. Ulrich Kaiser
Chair of Entrepreneurship
Universität Zürich
Fall 2015
Part II Developing Successful Business Ideas
Lecture 6
Developing an Effective Business Model
Department of Business Administration - Chair for Entrepreneurship
Agenda
HS15 Seite 4
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
1. Business Models
2. Components of an Effective Business Model
1.1 Business Model Innovation
1.2 Importance, Viability and Flaws of a Business Model
1.3 How Business Models Emerge
2.1 Core Strategy
2.2 Strategic Resources
2.3 Partnership Network
2.4 Customer Interface
Department of Business Administration - Chair for Entrepreneurship
Questions
HS15 Seite 5
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
What is a business model and why is it important ?
?
?
?
…to be answered in today‘s lecture.
What is included in an effective business model ?
What role does the value chain play in the
emergence of a business model ?
Department of Business Administration - Chair for Entrepreneurship
1 Business Models
Seite 6
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
The development of a firm’s business model follows the feasibility analysis stage
of launching a new venture but comes before the completion of a business plan.
is a firm’s plan or diagram for how it competes, uses its resources,
structures its relationships, interfaces with customers, and creates
value to sustain itself on the basis of the profits it earns.
Business Model
The business model stage addresses how to surround the product or service with a
core strategy, a partnership model, a customer interface, distinctive resources, and
an approach to creating value that represents a viable business model.
HS15
Department of Business Administration - Chair for Entrepreneurship
1 Business Models
Seite 7
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
There is no standard business model, no hard-and-fast rules that dictate how
firms in a particular industry should compete.
A firm’s business model takes it beyond its own boundaries.
Almost all firms partner with others to
make their business models work.
HS15
Department of Business Administration - Chair for Entrepreneurship
1 Business Models
Seite 8
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
A firm needs to have a business model in place before it can make additional
substantive decisions.
It is premature for a new venture to raise money, hire
a lot of employees, establish partnerships, or
implement a marketing plan. !
HS15
Department of Business Administration - Chair for Entrepreneurship
1.1 Business Model Innovation
Seite 9
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
Dell’s approach to selling computers versus traditional manufacturers’
represented a business model innovation in the computer industry.
refers to initiatives that are undertaken with the
intention of revolutionizing how a particular
product is produced, sold, and supported after the
sale.
Business Model Innovation
Dell needs the cooperation of its suppliers, shippers,
customers, and many others to make its business model
possible.
HS15
Department of Business Administration - Chair for Entrepreneurship
1.1 Business Model Innovation
Seite 10
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
At the time of its introduction
Dell’s business model was
revolutionary.
© 2008 Prentice-Hall
HS15
Department of Business Administration - Chair for Entrepreneurship
1.2 Importance, Viability and Flaws of a Business Model
Seite 11
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
Having a clearly articulated business model is important, because it …
… serves as an ongoing extension of feasibility analysis;
… focuses attention on how all the elements of a business fit
together and constitute a working whole;
… describes why the network of participants needed to make
a business idea viable would be willing to work together;
… articulates a company’s core logic to all stakeholders,
including the firm’s employees.
HS15
It is very important for a new venture to look at itself in a holistic manner and
understand that it must construct an effective “business model” to be successful.
Department of Business Administration - Chair for Entrepreneurship
Seite 12
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
The entrepreneur should diagram the business model on paper, examine and
check whether the answers to the following questions are satisfactory.
Does my business model make sense ?
Will the businesses I need as partners participate ?
If I can get partners to participate, how motivated will they be ? Am I asking them to
work for or against their self-interest ?
How about my customers, will it be worth their time to do business with my company
and, if I do get customers, how motivated will they be ?
1.2 Importance, Viability and Flaws of a Business Model
Can I motivate my partners and customers at a sufficient scale to
cover the overhead of my business and make a profit ?
How distinct will my business be ? If I’m successful, will it be easy
for a larger competitor to step in and steal my idea ?
?
?
?
?
?
?
HS15
Department of Business Administration - Chair for Entrepreneurship
Does my business model make sense ?
Will the businesses I need as partners participate ?
If I can get partners to participate, how motivated will they be ? Am I asking them to
work for or against their self-interest ?
How about my customers, will it be worth their time to do business with my company
and, if I do get customers, how motivated will they be ?
Can I motivate my partners and customers at a sufficient scale to
cover the overhead of my business and make a profit ?
How distinct will my business be ? If I’m successful, will it be easy
for a larger competitor to step in and steal my idea ?
?
?
?
?
?
?
Seite 13
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
1.2 Importance, Viability and Flaws of a Business Model
If the answer to each of these questions is not satisfactory,
then the business model should be revised or abandoned.
Ultimately, a business model is viable only insofar as the
buyer, the seller, and the partners involved see it as an
appropriate method of selling a product or service.
HS15
Department of Business Administration - Chair for Entrepreneurship
Seite 14
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
Two fatal flaws can render a business model untenable from the beginning.
complete misread of customers
utterly unsound economics
1.2 Importance, Viability and Flaws of a Business Model
HS15
The shining example of a good idea gone bad, online store and delivery
service Kozmo.com. For urbanites, Kozmo.com was cool and convenient.
You could order a wide variety of products, from movies to snack food, and
get them delivered to your door for free within an hour. After expanding to
seven cities, it was clear that it cost too much to deliver a DVD and a pack of
gum. Kozmo eventually initiated a $10 minimum charge, but that didn't stop
it from closing in March 2001 and laying off 1,100 employees. Though it
never had an IPO (one was planned), Kozmo raised about $280 million and
even secured a $150 million promotion deal with Starbucks.
Kozmo.com
(1998-2001)
Source:http://www.cnet.com/1990-
11136_1-6278387-1.html
Department of Business Administration - Chair for Entrepreneurship
1.3 How Business Models Emerge
Seite 15
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
It is helpful to study and analyze the value chain of a product or service.
opportunities for new businesses
the availability of means to create additional value
how business models emerge
a firm to strengthen the value chain if a viable business
model can be created to support it.
ways to create additional value or room for improvement
identify
assess
understand
form
HS15
Department of Business Administration - Chair for Entrepreneurship
1.3 How Business Models Emerge
Seite 16
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
The analysis of the value chain may focus on a single primary activity, a
support activity or an interface between two stages of the value chain.
focus: support activity
focus: primary activity
focus: interface
© 2008 Prentice-Hall
HS15
Department of Business Administration - Chair for Entrepreneurship
2 Components of an Effective Business Model
Seite 17
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
how
© 2008 Prentice-Hall
how
how
how
a firm competes
a firm acquires and uses its resources
a firm structures and nurtures its partnerships
a firm interfaces with its customers
Core Strategy
Strategic Resources
Partnership Network
Customer Interface
HS15
Department of Business Administration - Chair for Entrepreneurship
2.1 Core Strategy
Seite 18
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
mission statement
product/ market scope
basis of differentiation
describes why the firm exists and what its business
model is supposed to accomplish.
defines the products and market son which it will
concentrate. The choice of products has an
important impact on a firm’s business model.
of itself from its competitors in some way that is important
to its customers.
The core strategy consists of a firm’s mission statement, the product/ market
scope, and the basis for differentiation.
cost leadership
competition on
the basis of costs
competition on the basis of quality,
service, timeliness or other
important dimension
differentiation
HS15
Department of Business Administration - Chair for Entrepreneurship
2.1 Core Strategy
Seite 19
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
Mission: to inspire and nurture the human spirit – one
person, one cup and one neighborhood at a time.http://www.starbucks.com/about-us/company-information/mission-statement
Starbucks Coffee Company
Google’s mission is to Organize the world's information and
make it universally accessible and useful.
Googlehttp://www.google.com/about/corporate/company/
HS15http://cmorse.org/missiongen/
Department of Business Administration - Chair for Entrepreneurship
2.2 Strategic Resources
Seite 20
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
core competency
strategic assets
is a resource or capability that serves as a source of
a firm’s competitive advantage over its rivals.
are anything rare and valuable (plant, equipment,
location, brands, patents, customer data, highly
qualified staff, and distinctive partnerships, etc.)
Firms try to combine core competencies and strategic assets to create a sustainable
competitive advantage, to which investors pay close attention when evaluating a
business.
Resources are essential for a firm to implement its strategy and, hence,
affect its business model substantially.
A competitive advantage is achieved by implementing a value-creating strategy
that is unique and not easy to imitate.
HS15
Department of Business Administration - Chair for Entrepreneurship
2.3 Partnership Network
Seite 21
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
suppliers
other key relationships
Vendors/ suppliers are companies that provide parts
or services to another company. Almost all firms
have suppliers who play a vital role in the
functioning of their business models.
Firms partner with other companies to make their
business models work.
New ventures typically do not have the resources to perform all the
tasks required to make their businesses work.
New ventures, in particular, rely on partners to perform key roles.
But partnerships …
… involve risks if a single partner is a key component of a firm’s business model;
… often fall short of meeting the expectations of the participants.
HS15
Department of Business Administration - Chair for Entrepreneurship
2.3 Partnership Network
HS15 Seite 22
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
Department of Business Administration - Chair for Entrepreneurship
2.4 Customer Interface
Seite 23
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
A target market is the limited group of individuals or businesses that a firm
goes after or tries to appeal to.
Fulfillment and support describes the way a firm’s product or service “goes to
market”; how it reaches its customers (channels a company uses, what level of
customer support it provides)
Pricing structures/ models vary depending on a firm’s target market and its
pricing philosophy. (more details follow in chapter 11)
The type of customer interaction depends on how the firm chooses to compete.
The selection of the target market affects acquisitions of strategic assets,
partnerships, promotional campaigns, etc.
All these issues impact the shape and nature of a company’s business model.
p
r
i
m
a
r
y
e
l
e
m
e
n
t
s
o
f
c
u
s
t
o
m
e
r
i
n
t
e
r
f
a
c
e
HS15
Department of Business Administration - Chair for Entrepreneurship
Do you know the answer ?
HS15 Seite 24
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
…test yourself.
What is a business model and why is it important ?
What is included in an effective business model ?
What role does the value chain play in the
emergence of a business model ?
?!
?!
?!
Department of Business Administration - Chair for Entrepreneurship
References
HS15 Seite 25
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
Barringer, B. and D., Ireland (2008): Entrepreneurship - Successfully Launching
New Ventures, Pearsons Prentice-Hall.
Department of Business Administration - Chair for Entrepreneurship
Outlook
HS15 Seite 26
A Primer in Entrepreneurship, Prof. Dr. Ulrich Kaiser
© 2008 Prentice-Hall
doc_455781243.pdf