Chapter 12 Considering New Ventures and Corporate Renewal.
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Transcript of Chapter 12 Considering New Ventures and Corporate Renewal.
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Chapter 12Considering New Venturesand Corporate Renewal
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OBJECTIVES
Define new ventures, initial public offerings (IPOs), and corporate renewal and describe how they are related to strategic management
1
Understand entrepreneurship and the entre-preneurial process
2
Describe the steps involved in new-venture creation and corporate new venturing
3
Map out the stages leading up to an IPO4
Understand the external and internal causes of organizational failure
5
Outline an action plan for strategic change and corporate renewal
6
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SNOCAP AND NAPSTER
With the music industry experiencing major changes, the old business models were disintegrating as numerous new models were being developed.
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Innovative practices
• Unique venues (e.g., sky shops, tattoo parlors)
• Outsourced distribution (e.g., contract packers, independent trucking companies)
Innovative products
• Turkey and gravy flavored soda
• Jones WhoopAss energy drink
• Jones Naturals juices
ENTREPRENEURSHIP AT JONES SODA
Urban Juice and Soda Co. born in Vancouver, Canada in 1987 by a former sky instructor
• $27 million in sales• Trade over the
counter (OTC)• Possible acquisition
target
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JONES SODA FINANCIALS AT A GLANCE
Employees
Headquarters
Top management team
Sales ($ millions)
Net income ($ millions)
2003
20.1
0.3
2002
18.6
(1.2)
2001
23.3
(1.7)
2004
27.5
1.3
51
Seattle, Washington
Peter Van Stolk, CEO Jennifer Cue, COO & CFO
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ORTHODOXIES DEVELOP ALONG SEVERAL DIMENSIONS
• Who the customer or end user is
• The type of interface and interaction with the customer or end user
• How benefit is defined and value is delivered
• How product/service functionality is defined
• What form the product/service should take
• How processes are structured and managed
• The “ideal” cost and pricing structure
All potentially create blind spots
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SOME ORTHODOXIES THAT HAVE CREATED BLIND SPOTS
– Western Union internal memo, 1876“This ’telephone’ has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us”
– David Sarnhoff’s associates in response to his urgings for investmentin the radio in the 1920’s
“The wireless music box has no imaginable commer-cial value. Who would pay for a message sent to nobody in particular?”
– Ken Olson, President, Chairman and Founder of Digital EquipmentCorp., 1977
There is no reason anyone would want a computer in their home”
– A Yale University managementprofessor in response to Fred Smith’spaper proposing reliable overnightdelivery service. Smith went on tofound Federal Express Corp
“The concept is interesting and well-formed, but in order to earn better than a ‘C’, the idea must be feasible”
– Response to Debbi Field’s idea ofstarting Mrs. Field’s Cookies
“A cookie store is a bad idea. Besides, the market research reports say America likes crispy cookies, not soft and chewy cookies like you make”
– David Komansky, Merrill LynchChairman & CEO, 1999
“There will never be a market in selling stock over the internet”
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THE ENTREPRENEURIAL PROCESS
Entrepreneur and
entrepreneurial team
OpportunityResources
and capabilities
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STARTING POINT
Entrepreneur and
entrepreneurial team
OpportunityResources
and capabilities
New ventures start with an opportunity
Entrepreneur and
entrepreneurial team
OpportunityResources
and capabilities
While strategy for existing firms begins with the assessment of resources and capabilities
New Ventures Strategies for Existing Firms
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ACTIVITIES IN NEW VENTURE CREATION
New Product Launch
Business Plan
ExternalFinancing
Idea
Opportunity
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THE BUSINESS PLAN
Contents
1. Executive summary: One to three pages highlighting all key points in a way that captures the interest of the reader. Stress the business concept here, not the numbers. It is the unique value proposition and business model that really matter
2. Company description: Provide a brief description of the company’s business, organization, structure and strategy. Provide a summary of how the company’s patents or licenses to patents are connected with the development and introduction of products
3. Products and services: Include a layman’s overview of how the company’s technology and patents relate to its products and services. Describe the products or services the company will sell, including a discussion of why people will want them, what problems they solve, and how much customers are likely to pay for them (i.e., the willingness to pay criteria)
4. Market analysis: Identifies the need for the product, the extent of that need, who the customers will be, and why they will buy your product. This section should also include a discussion of competitors or potential competitors and why the product will have a competitive advantage over their offerings. Include considerations of barriers to entry in this market
5. Proprietary position: If the new venture’s market position will rely on patents or licenses to patents, discuss how these patents will contribute to the company’s competitive position and whether other patents (competitors or otherwise) might limit the company’s ability to market its products. If similar products do not already exist, discuss the alternative means by which customers are likely to meet the needs the product addresses
6. Marketing and sales plan: Show how the company plans to attract and maintain customers. Discuss product pricing, promotion, and positioning strategy
7. Management team: Describe the management team with special emphasis on its track record at accomplishing tasks similar to those it will face in making the company successful. Investors place major emphasis on the management team, viewing it as the critical ingredient in catalyzing the growth of the company and responding to the unexpected
8. Operations plan: Describe how the day-to-day operations of the company will be organized and carried out to produce the products and services described above
9. Finances: Identify the capital that will be required to build the business and how it will be used. Include projections of revenues and expenses that show investors how they will get their money back and what return they can expect on their investment
• Brings together all elements of venture
• Ensures stakeholder (e.g., investors) of venture plan
• Forces entrepreneur to examine all facets of strategy
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CORPORATE NEW VENTURING – NEW VENTURE CREATION BY AN ESTABLISHED FIRM
Established firm New ventureCompanies that do this well include
• Merck
• 3M
• Motorola
• Rubbermaid
• Johnson & Johnson
• Corning
• General Electric
• Raychem
• HP
• Wal-Mart
Idea
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Try to mitigate false starts and failures so miss out on learning experiences
Resist challenging assumptions, work practices, and skills
Too many lavish resources on new ventures
THREE OBSTACLES CORPORATE NEW VENTURES FACE
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NEW VENTURE DIVISIONS AND BUSINESS INCUBATORS
Existing Firm
Process
Product
Technology
Incubator New venture
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CORPORATE NEW VENTURES ARE MORE LIKELY TO SUCCEED WHEN…
Developed in firms with supportive climates
Have senior sponsorship
Based on related products
Appeal to an emerging subset of customers
Employ market-experienced people
Test concepts with potential users
Experiment repeatedly
Balance profitability with time lines
Don’t introduce too early
Combine disciplined oversight with autonomy
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THE INITIAL PUBLIC OFFERING (IPO)
Hire investment bank and estimate value of company
File S-1 statement with SEC and other security commissions
Company decides it wants to tap public markets for invest-ment capital
Prepare and distribute investor prospectus
Price and sell share (“Go public”)
1
2 3
4
5
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MINIMUM COSTS OF GOING PUBLIC TO RAISE $25 MILLION
Pre-IPO costs over two years,
Minimum Pre-IPO Costs 400,000
1. Upgrading accounting and MIS2. New personnel and board members3. Management/administrative time
150,000150,000100,000
IPO-process costs 90 days,
6.5% underwriter commission
$25 million IPO
IPO professional fees 1,625,000
Minimum IPO-Process Costs 2,055,000
Pre-IPO costs every year thereafter,
Minimum Annual Post IPO-COSTS 405,000
Total Minimum Cost of a $25 million IPO 2,860,000
1. Legal fees2. Preliminary/final prospectus printing3. Translation4. Investors relations5. Accounting6. Road show and preparations7. Initial stock exchange listing fee
150,000100,000
30,00040,00050,00050,00010,000
430,000
1. Investor relations and Web site2. Directors’ fees, travel costs, etc.,3. Directors’ liability insurance4. Corporate image, public relations5. Annual stock exchange fee6. Management/administration costs
100,000100,000
50,00050,000
5,000100,000
Source:P. Downing, “IPO Launch Fraught with Perils,” The Ottawa Citizen, High-Tech Report, October 12, 1998
Minimum IPO professional fees
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CORPORATIONS FAIL FROM FORESEEABLE EVENTS
A study of 51 failed organizations reveal ...
Source: S. Finkelstein, why smart executives fail (New York: Portfolio press, 2003)
Cause of failure
... they failed from foreseeable events
0
51
Not foreseeable
Foreseeable
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EXTERNAL CAUSES OF FAILURE
Failure
Economic change
Competitive change
Social change
Technological change
Internal
External
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INTERNAL CAUSES OF FAILURE
Strategy failure
Management failure
Failure
Internal
External
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STRATEGIC CHANGE
Significant changes in resource-allocation choices or business activities that align the firm’s strategy with its vision, or changesto the firm’s vision
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STRATEGIC CHANGE
Cost
reduction
Sometimes requires short-term reduction in staffing or the elimination of expenses
Identify assets that may be undervalued on the books and then sold to realize their true market value
Asset
reduction
Major change in the composition of a firm’s assets; usually involves selling off businesses
Restructuring
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EIGHT STEPS TO TRANSFORMING YOUR ORGANIZATION
1. Establishing a sense of urgency
2. Forming a powerful guiding coalition
3. Creating a vision
4. Communicating the vision
5. Empowering others to act on the vision
6. Planning for and creating short-term wins
7. Consolidating improvements and producing still more change
8. Institutionalizing new approaches
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THE CHANGE PROCESS
ResourcesIncentivesSkills StructureExecution
PlanStrategic Change
ResourcesIncentivesSkills StructureExecution
PlanConfusion
ResourcesIncentives StructureExecution
PlanStress
ResourcesSkills StructureExecution
PlanGradual Change
IncentivesSkills StructureExecution
PlanFrustration
ResourcesIncentivesSkillsExecution
PlanConflict
ResourcesIncentivesSkills Structure Chaos
Source: A. Marcus, Management Strategy (New York: McGraw-Hill, 2004)
Communicate Vision
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TURNAROUND CAVEATS TO BEAR IN MIND
Because every turnaround is unique, each stage is not necessarily distinguishable in every turnaround
1
2 The number of stages involved in each turnaround stage will depend on the seriousness of the financial crisis facing a given company. The more dire the trouble, the more stages the turnaround process will likely involve
3 The importance of each stage will vary from case to case. Sometimes, for instance, analysis will be more important than action, whereas the opposite will be true in other cases
4 A company can find itself involved in more than one stage at a time. Stages can overlap, and some tasks may affect more than one stage
5 The length of time required to address each stage is not only fluid but can vary greatly. The major factors in determining the amount of time entailed by each stage include the size of the company and the severity of its financial straits. Addressing every stage in the process may take 12 to 36 months
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STAGES IN THE TURNAROUND PROCESS
Stages
Objectives and Action Items
ManagementChange Evaluation Emergency
• Select a turnaround
• Developplan
• Raise cash
• Determine nature of turnaround
• Take charge
• Get control of cash
StabilizationReturn-to-Normal
• Select new top manage-ment team
• Can it survive?
• Survival • Enhance profitability
• Seek profitable growth
• Weed out impediments
• Identify strategy
• Positive cash flow
• Restructure business to increase ROI
• Build competitive strengths
Source:Adapted from Thomas D. Hays, III, CTP, Certified Turnaround Professional, Nachman Hays Brownstein