Chapter 2 Recognizing Opportunities and Generating Ideas Bruce

  • Slides: 78
Download presentation
Chapter 2 Recognizing Opportunities and Generating Ideas Bruce R. Barringer R. Duane Ireland 2

Chapter 2 Recognizing Opportunities and Generating Ideas Bruce R. Barringer R. Duane Ireland 2 -1

Chapter Objectives 1 of 2 1. 2. 3. 4. 5. Explain why it’s important

Chapter Objectives 1 of 2 1. 2. 3. 4. 5. Explain why it’s important to start a new firm when its “window of opportunity” is open. Explain the difference between an opportunity and an idea. Describe three general approaches entrepreneurs use to identify opportunities. Identify the four environmental trends that are most instrumental in creating business opportunities. List the personal characteristics that make some people better at recognizing business opportunities than others. 2 -2

Chapter Objectives 2 of 2 6. 7. Identify the five steps in the creative

Chapter Objectives 2 of 2 6. 7. Identify the five steps in the creative process. Describe the purpose of brainstorming and its use as an idea generator. 8. Describe how to use library and Internet research to generate new business ideas. 9. Explain the purpose of maintaining an idea bank. 10. Describe three steps for protecting ideas from being lost or stolen. 2 -3

What is An Opportunity? 1 of 2 Opportunity Defined An opportunity is a favorable

What is An Opportunity? 1 of 2 Opportunity Defined An opportunity is a favorable set of circumstances that creates a need for a new product, service, or business. 2 -4

What is an Opportunity? 2 of 2 Four Essential Qualities of an Opportunity 2

What is an Opportunity? 2 of 2 Four Essential Qualities of an Opportunity 2 -5

Three Ways to Identify an Opportunity 2 -6

Three Ways to Identify an Opportunity 2 -6

First Approach: Observing Trends 1 of 2 • Observing Trends – Trends create opportunities

First Approach: Observing Trends 1 of 2 • Observing Trends – Trends create opportunities for entrepreneurs to pursue. – The most important trends are: • Economic forces • Social forces • Technological advances • Political action and regulatory change – It’s important to be aware of changes in these areas. 2 -7

First Approach: Observing Trends 2 of 2 Environmental Trends Suggesting Business or Product Opportunity

First Approach: Observing Trends 2 of 2 Environmental Trends Suggesting Business or Product Opportunity Gaps 2 -8

Trend 1: Economic Forces Economic trends help determine areas that are ripe for new

Trend 1: Economic Forces Economic trends help determine areas that are ripe for new start-ups and areas that start-ups should avoid. Example of Economic Trend Creating a Favorable Opportunity • A weak economy favors start-ups that help consumers save money. • An example is Gas. Buddy. com, a company started to help consumers save money on gas. 2 -9

Trend 2: Social Forces Social trends alter how people and businesses behave and set

Trend 2: Social Forces Social trends alter how people and businesses behave and set their priorities. These trends provide opportunities for new businesses to accommodate the changes. Examples of Social Trends • Aging of baby boomers • The increasing diversity of the workplace • Increasing interest in social networks such as Facebook and Twitter • An increasing focus on health and wellness • Increasing interest in “green” products 2 -10

Trend 3: Technological Advances 1 of 2 Advances in technology frequently create business opportunities.

Trend 3: Technological Advances 1 of 2 Advances in technology frequently create business opportunities. Examples of Entire Industries that Have Been Created as the Result of Technological Advances • Computer industry • Internet • Biotechnology • Digital photography 2 -11

Trend 3: Technological Advances 2 of 2 Example: H 20 Audio Once a technology

Trend 3: Technological Advances 2 of 2 Example: H 20 Audio Once a technology is created, products often emerge to advance it. An example is H 20 Audio, a company started by four former San Diego State University students, that makes waterproof housings for the Apple i. Phone and i. Pod. 2 -12

Trend 4: Political Action and Regulatory Changes 1 of 2 General Example Political action

Trend 4: Political Action and Regulatory Changes 1 of 2 General Example Political action and regulatory changes also provide the basis for opportunities. Laws to protect the environment have created opportunities for entrepreneurs to start firms that help other firms comply with environmental laws and regulations. 2 -13

Trend 4: Political Action and Regulatory Changes 2 of 2 Specific Example Company created

Trend 4: Political Action and Regulatory Changes 2 of 2 Specific Example Company created to help other companies comply with a specific law. The No Child Left Behind Act of 2002 requires states to develop criterion-based assessments in basic skills to be periodically given to students in certain grades. Kim and Jay Kleeman, two high school teachers, started Shakespeare Squared, a company that helps high schools comply with the act. 2 -14

Second Approach: Solving a Problem 1 of 2 • Solving a Problem – Sometimes

Second Approach: Solving a Problem 1 of 2 • Solving a Problem – Sometimes identifying opportunities simply involves noticing a problem and finding a way to solve it. – These problems can be pinpointed through observing trends and through more simple means, such as intuition, serendipity, or change. 2 -15

Second Approach: Solving a Problem 2 of 2 • A problem facing the Canada

Second Approach: Solving a Problem 2 of 2 • A problem facing the Canada and other countries is finding alternatives to fossil fuels. • A large number of entrepreneurial firms, like this solar farm, are being launched to solve this problem. 2 -16

Third Approach: Finding Gaps in the Marketplace 1 of 2 • Gaps in the

Third Approach: Finding Gaps in the Marketplace 1 of 2 • Gaps in the Marketplace – A third approach to identifying opportunities is to find a gap in the marketplace. – A gap in the marketplace is often created when a product or service is needed by a specific group of people but doesn’t represent a large enough market to be of interest to mainstream retailers or manufacturers. 2 -17

Third Approach: Finding Gaps in the Marketplace 2 of 2 Specific Example Product gaps

Third Approach: Finding Gaps in the Marketplace 2 of 2 Specific Example Product gaps in the marketplace represent potentially viable business opportunities. In 2000 Tish Cirovolv realized there were no guitars on the market made specifically for women. To fill this gap, she started Daisy Rock Guitars, a company that makes guitars just for women. 2 -18

Personal Characteristics of the Entrepreneur Characteristics that tend to make some people better at

Personal Characteristics of the Entrepreneur Characteristics that tend to make some people better at recognizing opportunities than others Prior Experience Cognitive Factors Social Networks Creativity 2 -19

Prior Experience • Prior Industry Experience – Several studies have shown that prior experience

Prior Experience • Prior Industry Experience – Several studies have shown that prior experience in an industry helps an entrepreneur recognize business opportunities. • By working in an industry, an individual may spot a market niche that is underserved. • It is also possible that by working in an industry, an individual builds a network of social contacts who provide insights that lead to recognizing new opportunities. 2 -20

Cognitive Factors • Cognitive Factors – Studies have shown that opportunity recognition may be

Cognitive Factors • Cognitive Factors – Studies have shown that opportunity recognition may be an innate skill or cognitive process. – Some people believe that entrepreneurs have a “sixth sense” that allows them to see opportunities that others miss. – This “sixth sense” is called entrepreneurial alertness, which is formally defined as the ability to notice things without engaging in deliberate search. 2 -21

Social Networks 1 of 3 • Social Networks – The extent and depth of

Social Networks 1 of 3 • Social Networks – The extent and depth of an individual’s social network affects opportunity recognition. – People who build a substantial network of social and professional contacts will be exposed to more opportunities and ideas than people with sparse networks. – Research results suggest that between 40% and 50% of people who start a business got their idea via a social contact. • Strong Tie Vs. Weak Tie Relationships – All of us have relationships with other people that are called “ties. ” (See next slide. ) 2 -22

Social Networks 2 of 3 • Nature of Strong-Tie Vs. Weak-Tie Relationships – Strong-tie

Social Networks 2 of 3 • Nature of Strong-Tie Vs. Weak-Tie Relationships – Strong-tie relationship are characterized by frequent interaction and form between coworkers, friends, and spouses. – Weak-tie relationships are characterized by infrequent interaction and form between casual acquaintances. • Result – It is more likely that an entrepreneur will get new business ideas through weak-tie rather than strong-tie relationships. (See next slide. ) 2 -23

Social Networks 3 of 3 Why weak-tie relationships lead to more new business ideas

Social Networks 3 of 3 Why weak-tie relationships lead to more new business ideas than strong-tie relationships Strong-Tie Relationships These relationships, which typically form between likeminded individuals, tend to reinforce insights and ideas that people already have. Weak-Tie Relationships These relationships, which form between casual acquaintances, are not as apt to be between likeminded individuals, so one person may something to another that sparks a completely new idea. 2 -24

Creativity 1 of 2 • Creativity – Creativity is the process of generating a

Creativity 1 of 2 • Creativity – Creativity is the process of generating a novel or useful idea. – Opportunity recognition may be, at least in part, a creative process. – For an individual, the creative process can be broken down into five stages, as shown on the next slide. 2 -25

Creativity 2 of 2 Five Steps to Generating Creative Ideas 2 -26

Creativity 2 of 2 Five Steps to Generating Creative Ideas 2 -26

Full View of the Opportunity Recognition Process Depicts the connection between an awareness of

Full View of the Opportunity Recognition Process Depicts the connection between an awareness of emerging trends and the personal characteristics of the entrepreneur 2 -27

Techniques for Generating Ideas Brainstorming Focus Groups Library and Internet Research 2 -28

Techniques for Generating Ideas Brainstorming Focus Groups Library and Internet Research 2 -28

Brainstorming • Brainstorming – Is a technique used to generate a large number of

Brainstorming • Brainstorming – Is a technique used to generate a large number of ideas and solutions to problems quickly. – A brainstorming “session” typically involves a group of people, and should be targeted to a specific topic. – Rules for a brainstorming session: • • No criticism. Freewheeling is encouraged. The session should move quickly. Leap-frogging is encouraged. 2 -29

Focus Groups • Focus Group – A focus group is a gathering of five

Focus Groups • Focus Group – A focus group is a gathering of five to ten people, who have been selected based on their common characteristics relative to the issues being discussed. – These groups are led by a trained moderator, who uses the internal dynamics of the group environment to gain insight into why people feel the way they do about a particular issue. – Although focus groups are used for a variety of purposes, they can be used to help generate new business ideas. 2 -30

Library and Internet Research 1 of 3 • Library Research – Libraries are an

Library and Internet Research 1 of 3 • Library Research – Libraries are an often underutilized source of information for generating new business ideas. – The best approach is to talk to a reference librarian, who can point out useful resources, such as industry-specific magazines, trade journals, and industry reports. – Simply browsing through several issues of a trade journal or an industry report on a topic can spark new ideas. 2 -31

Library and Internet Research 2 of 3 Large public and university libraries typically have

Library and Internet Research 2 of 3 Large public and university libraries typically have access to search engines and industry reports that would cost thousands of dollars to access on your own. Examples of Useful Search Engines and Industry Reports • Biz. Miner • Pro. Quest • IBISWorld • Mintel • Lexis. Nexis Academic 2 -32

Library and Internet Research 3 of 3 • Internet Research – If you are

Library and Internet Research 3 of 3 • Internet Research – If you are starting from scratch, simply typing “new business ideas” into a search engine will produce links to newspapers and magazine articles about the “hottest” new business ideas. – If you have a specific topic in mind, setting up Google or Yahoo! e-mail alerts will provide you with links to a constant stream of newspaper articles, blog posts, and news releases about the topic. – Targeted searches are also useful. 2 -33

Other Techniques • Customer Advisory Boards – Some companies set up customer advisory boards

Other Techniques • Customer Advisory Boards – Some companies set up customer advisory boards that meet regularly to discuss needs, wants, and problems that may lead to new ideas. • Day-In-The-Life Research – A type of anthropological research, where the employees of a company spend a day with a customer. 2 -34

Encouraging New Ideas • Establishing a Focal Point for Ideas – Some firms meet

Encouraging New Ideas • Establishing a Focal Point for Ideas – Some firms meet the challenge of encouraging, collecting, and evaluating ideas by designating a specific person to screen and track them—for if it’s everybody’s job, it may be no one’s responsibility. – Another approach is to establish an idea bank (or vault), which is a physical or digital repository for storing ideas. • Encouraging Creativity at the Firm Level – Creativity is the raw material that goes into innovation and should be encouraged at the organizational and individual supervisory level. 2 -35

Protecting Ideas From Being Lost or Stolen • Step 1 – The idea should

Protecting Ideas From Being Lost or Stolen • Step 1 – The idea should be put in a tangible form such as entered into a physical idea logbook or saved on a computer disk, and the date the idea was first thought of should be entered. • Step 2 – The idea should be secured. This may seem like an obvious step, but is often overlooked. • Step 3 – Avoid making an inadvertent or voluntary disclosure of an idea, in a manner that forfeits the right to claim exclusive rights to it. 2 -36

What Went Wrong? What Happens When You Don’t Deliver on Your Promises Page 56

What Went Wrong? What Happens When You Don’t Deliver on Your Promises Page 56 Clearly Canadian • Evaluate Clearly Canadian’s initial fruit-flavored bottled water on all four dimensions of an opportunity. • The way the product was originally positioned, it staked up favorably on the four dimensions of an opportunity. – It was attractive (i. e. , provided a healthy alternative to soda and other sugared drinks), – timely (people were looking for this type of product), durable (an increase in health conscientious is not considered to be a shortterm fad), and anchored in a product that created value for its user. – The problem with Clearly Canadian, as articulated in the case, is that when the ingredients of the drink were scrutinized, it was determined that for its target audience, people looking for an alternative to sugared drinks, it didn’t meet any of the criteria for an opportunity. 37

What Went Wrong? What Happens When You Don’t Deliver on Your Promises Page 56

What Went Wrong? What Happens When You Don’t Deliver on Your Promises Page 56 Clearly Canadian • Do an internet search for the firm Check out Brand. FX - http: //www. brandfx. ca/work/clearly-canadian • Canada Newswire article http: //www. newswire. ca/en/story/81373/clearly-canadian-announcescorporate-developments 38

What Went Wrong? What Happens When You Don’t Deliver on Your Promises Page 56

What Went Wrong? What Happens When You Don’t Deliver on Your Promises Page 56 Clearly Canadian • When you pick up a drink that’s clearly marketed as a healthy alternative to soda and sugared drinks, do you read the label to see if the drink is truly healthier than the alternatives? If it isn’t, do you feel deceived by the marketing? • I do…and once I see this happen, I become a more careful consumer. 39

What Went Wrong? What Happens When You Don’t Deliver on Your Promises Page 56

What Went Wrong? What Happens When You Don’t Deliver on Your Promises Page 56 Clearly Canadian • How can a start-up that has good intentions make sure that its product is truly meeting the need that it was designed to meet? • By testing the product before it is widely distributed through focus groups, informal tests among friends and relatives, and by putting a product through a product/service feasibility analysis, which is discussed in Chapter 3. 40

What Went Wrong? What Happens When You Don’t Deliver on Your Promises Page 56

What Went Wrong? What Happens When You Don’t Deliver on Your Promises Page 56 Clearly Canadian • Evaluate Clearly Canadian’s marketing of its products and the ingredients in its products today. Is the marketing and are the products themselves in better sync than the products were when the drink was introduced in the early 1990 s? • Clearly Canadian has repositioned and now has a more diverse line of bottled water drinks. It’s Clearly Canadian Hydration drink, for example, has the following attributes: – – – – Certified organic Sugar free/unsweetened Zero calories per bottle Subtle fruit infusions: Organic lemon and organic orange Preservative-free Non carbonated Pristine Canadian artesian water 41

What Went Wrong? What Happens When You Don’t Deliver on Your Promises Page 56

What Went Wrong? What Happens When You Don’t Deliver on Your Promises Page 56 Clearly Canadian • Evaluate Clearly Canadian’s marketing of its products and the ingredients in its products today. Is the marketing and are the products themselves in better sync than the products were when the drink was introduced in the early 1990 s? • Surprisingly, its primary line of drinks, while healthier than in the past, is not on par with alternatives in its category, at least as far as healthy ingredients go. Its staple Clearly Canadian drinks have 100 calories per bottle, and the second ingredient in each bottle is high fructose corn syrup. 42

Review Questions Chapter 2 Recognizing Opportunities and Generating Ideas 43

Review Questions Chapter 2 Recognizing Opportunities and Generating Ideas 43

Review Question 1 What is a product opportunity gap? How can an entrepreneur tell

Review Question 1 What is a product opportunity gap? How can an entrepreneur tell if a product opportunity gap exists? – A product opportunity gap is the gap between what is currently on the market and the possibility for a new or significantly improved product, service, or business that results from emerging trends. 2 -44

Review Question 3 What four environmental trends are most instrumental in creating business opportunities?

Review Question 3 What four environmental trends are most instrumental in creating business opportunities? Provide an example of each environmental trend and the type of business opportunity that it might help create. • The four environmental trends (or factors) that are most important in creating business opportunities are: economic factors, social factors, technological advances, and political action and regulatory changes. 2 -45

Review Question 3 … Environmental Factor Business Opportunity it Might Create Economic factor An

Review Question 3 … Environmental Factor Business Opportunity it Might Create Economic factor An increase in disposable income in the hands of teenagers creates opportunities to create new electronics products that appeal to teenagers. Social factors An increase in the percentage of elderly people in Canada creates opportunities to create new products that help elderly people deal with everyday chores. Technological factors An increase in the percentage of people who use smartphones creates opportunities for companies to create products and services that enhance the usefulness of smartphones. 2 -46

Review Question 3 … Environmental Factor Business Opportunity it Might Create Political Action and

Review Question 3 … Environmental Factor Business Opportunity it Might Create Political Action and The passage of new environmental protection Regulatory Changes regulations creates opportunities for companies to create products to help firms comply with the regulations. 2 -47

Review Question 4 Explain how “solving a problem” can create a business opportunity. Provide

Review Question 4 Explain how “solving a problem” can create a business opportunity. Provide an example that was not mentioned in the chapter of a business opportunity that was created in this way. • Sometimes identifying opportunities simply involves noticing a problem and finding a way to solve it. • These problems can be pinpointed through observing trends and through more simple means, such as intuition, serendipity, or chance. 2 -48

Review Question 4 … Explain how “solving a problem” can create a business opportunity.

Review Question 4 … Explain how “solving a problem” can create a business opportunity. Provide an example that was not mentioned in the chapter of a business opportunity that was created in this way. • An example of a “problem” is homeowners, who live in coastal areas, who do not have a quick and convenient way to protect their homes when they are threatened by a hurricane or tropical storm. An entrepreneur might see this problem as an opportunity, and start a firm to build custom “hurricane strength” shutters that are easy to put up when a hurricane threatens and are easy to store during clear weather. Most costal residents currently use plywood to cover their windows when a hurricane threatens. Plywood is neither easy to put up nor is it easy to store during clear weather. 2 -49

Review Question 9 • What is entrepreneurial alertness? Why is it important? There are

Review Question 9 • What is entrepreneurial alertness? Why is it important? There are some who think that entrepreneurs have a “sixth sense” that allows them to see opportunities that others miss. This sixth sense is called entrepreneurial alertness, which is formally defined as the ability to notice things without engaging in deliberate search. Entrepreneurial alertness is important, because individuals with higher levels of entrepreneurial alertness will presumably identify more business opportunities. 2 -50

Review Question 10 In what ways does an extensive social network provide an entrepreneur

Review Question 10 In what ways does an extensive social network provide an entrepreneur an advantage in recognizing business opportunities? • The extent and depth of an individual’s social network affects opportunity recognition. • People who build a substantial network of social and professional contacts will be exposed to more opportunities or ideas than people with sparse networks. • This exposure can lead to new business starts. 2 -51

Application Questions Chapter 1 Introduction to Entrepreneurship 52

Application Questions Chapter 1 Introduction to Entrepreneurship 52

Application Question 2 Yammer – www. yammer. com https: //www. yammer. com/ • Spend

Application Question 2 Yammer – www. yammer. com https: //www. yammer. com/ • Spend some time studying Yammer (www. yammer. com), which is an enterprise social network. What is the basis of Yammer’s business opportunity? Evaluate Yammer on the four essential qualities of an opportunity. On a scale of 1 to 10 (10 is high), rate Yammer in terms of the strength of its opportunity. 53

Application Question 2 Yammer – www. yammer. com https: //www. yammer. com/ • Spend

Application Question 2 Yammer – www. yammer. com https: //www. yammer. com/ • Spend some time studying Yammer (www. yammer. com), which is an enterprise social network. What is the basis of Yammer’s business opportunity? Evaluate Yammer on the four essential qualities of an opportunity. On a scale of 1 to 10 (10 is high), rate Yammer in terms of the strength of its opportunity. • Yammer provides the employees of a company a secure way to communicate, collaborate, and share information. It’s like communicating with others via Twitter or Facebook, but it’s a private network, and the only people who can see the communication are the people who are part of a specific Yammer group. Employees using Yammer can discuss ideas, post news, ask questions, and share links and other information. Yammer also serves as a company directory in which every employee has a profile and as a knowledge repository where past conversations can be 54 easily accessed and referenced. • • •

Application Question 2 Yammer – www. yammer. com https: //www. yammer. com/ • Spend

Application Question 2 Yammer – www. yammer. com https: //www. yammer. com/ • Spend some time studying Yammer (www. yammer. com), which is an enterprise social network. What is the basis of Yammer’s business opportunity? Evaluate Yammer on the four essential qualities of an opportunity. On a scale of 1 to 10 (10 is high), rate Yammer in terms of the strength of its opportunity. • Yammer is an attractive opportunity, and I would give it 7 out of 10. The company is growing rapidly and has received several rounds of substantial venture capital funding. • Yammer’s Crunch. Base profile (http: //www. crunchbase. com/company/yammer) has several videos posted of interviewers with Yammer’s CEO where he explains Yammer’s value proposition. 55

Application Question 3 Check Out some of the pitches – www. Demo. com Page

Application Question 3 Check Out some of the pitches – www. Demo. com Page 66 56

Application Question 3 Check Out some of the pitches – www. Demo. com Page

Application Question 3 Check Out some of the pitches – www. Demo. com Page 66 Problem Solving Ideas…. what did you see? 57

Application Question 7 One of the social trends identified in the chapter is the

Application Question 7 One of the social trends identified in the chapter is the increasing number of people going back to school or retraining for new jobs. Propose a business idea, which isn’t a near duplicate of an idea you’re already familiar with, that takes advantage of this social trend. Share your ideas. 58

Application Question 10 Tiffany Jones owns a small chain of fast-casual restaurants in Denver,

Application Question 10 Tiffany Jones owns a small chain of fast-casual restaurants in Denver, which sell sandwiches, soups, wraps, and desserts. In general, her restaurants are successful, but she feels they are getting “stale” and could benefit from new ideas. Suggest to Tiffany some ways she could generate new ideas for her restaurant. Brainstorming, focus groups, and Internet and library research. 59

Application Question 15 Freedom Electronics is a start-up with about 20 sales representatives. The

Application Question 15 Freedom Electronics is a start-up with about 20 sales representatives. The company has a solid product line but knows that to remain competitive it must continue recognizing opportunities for new products and services. The firm has not developed a systematic way for its sales staff to report new ideas. Suggest some ways that Freedom can record and protect the ideas of its sales reps. 60

Application Question 15 Freedom should set up an idea bank, which is a physical

Application Question 15 Freedom should set up an idea bank, which is a physical or digital repository for storing ideas. An example of an idea bank would be a password-protected location on a firm’s intranet that is available to qualified employees. To protect its ideas, Freedom should obtain intellectual property protection when possible. When an idea has not reached the point where intellectual property protection is possible or practical, it should implement the following three-step procedure: Step 1: The idea should be put into a tangible form – either entered into a physical idea logbook or saved on a computer disk. Step 2: The idea, whether it is recorded in a physical idea logbook or saved in a computer file, should be secured. Step 3: Avoid making an inadvertent or voluntary disclosure of an idea in a way that forfeits your claim to its exclusive rights. 61

You Be the VC 2. 1 Pharma. Secure Chapter 2 Recognizing Opportunities and Generating

You Be the VC 2. 1 Pharma. Secure Chapter 2 Recognizing Opportunities and Generating Ideas 62

Pharma. Secure www. pharmasecure. com 2 -63

Pharma. Secure www. pharmasecure. com 2 -63

Pharma. Secure www. pharmasecure. com Business Idea: Produce a reliable and costeffective solution to

Pharma. Secure www. pharmasecure. com Business Idea: Produce a reliable and costeffective solution to the growing problem of counterfeit pharmaceutical products in India and other developing countries. 2 -64

Pharma. Secure 2 -65

Pharma. Secure 2 -65

Pharma. Secure Strength of the Opportunity Strength of the Industry 1 2 3 4

Pharma. Secure Strength of the Opportunity Strength of the Industry 1 2 3 4 5 Pharma. Secure is an example of a company that literally saves lives. Pharmaceutical counterfeiting kills or makes sick millions of people every year, and Pharma. Secure is bringing to market a product that the average person in a developing country can use to confirm the validity of purchased drugs. 1 2 3 4 5 The pharmaceutical industry in developing countries is large and growing. As countries like India continue to modernize, and base-of-the-pyramid consumers gain more purchasing power, the pharmaceutical industry is expected to continue to grow. 2 -66

Pharma. Secure Strength of Business Model Average Score 1 2 3 4 5 The

Pharma. Secure Strength of Business Model Average Score 1 2 3 4 5 The business model is sound. By utilizing cell-phone technology, Pharma. Secure’s solution is within the reach of over 55% of the population of India, its initial target market. The company also has partnership agreements in place with two of India’s main SMS aggregators to handle the SMS messages that link with its verification servers back in the U. S. In addition, the beauty of Pharma. Secure’s model is that rather than trying to tackle the counterfeiting problem at the manufacturing level, it places a tool directly in the hands of consumers, where they can quickly and easily verify the authenticity of their medication. 4. 5/5. 0 We would fund this firm. Pharma. Secure has all the aspects of a sound investment—a strong management team, a solid business idea, a large and growing industry, and a sound business model. If Pharma. Secure is successful in India, we can easily see it spreading its service to other developing countries. As a result, the overall 2 -67

Pharma. Secure We would fund this firm. Pharma. Secure has all the aspects of

Pharma. Secure We would fund this firm. Pharma. Secure has all the aspects of a sound investment—a strong management team, a solid business idea, a large and growing industry, and a sound business model. If Pharma. Secure is successful in India, we can easily see it spreading its service to other developing countries. As a result, the overall opportunity is huge. Pharma. Secure also saves lives. It’s hard to beat that in regard to an attractive opportunity. 2 -68

Case 2. 1 Script. Pad Chapter 2 Recognizing Opportunities and Generating Ideas 69

Case 2. 1 Script. Pad Chapter 2 Recognizing Opportunities and Generating Ideas 69

Case 2. 1 Script. Pad – Interesting Idea Page 69 • • In this

Case 2. 1 Script. Pad – Interesting Idea Page 69 • • In this chapter, an opportunity is defined as being (1) attractive, (2) durable, (3) timely, and (4) anchored in a product or service that creates value for its buyer or end user. To what extent does Script. Pad meet each of these tests of an opportunity? 70

Case 2. 1 Script. Pad – Interesting Idea Page 69 • • In this

Case 2. 1 Script. Pad – Interesting Idea Page 69 • • In this chapter, an opportunity is defined as being (1) attractive, (2) durable, (3) timely, and (4) anchored in a product or service that creates value for its buyer or end user. To what extent does Script. Pad meet each of these tests of an opportunity? 71

Case 2. 1 Script. Pad – Interesting Idea Page 69 Discussion Question 1: •

Case 2. 1 Script. Pad – Interesting Idea Page 69 Discussion Question 1: • • In this chapter, an opportunity is defined as being (1) attractive, (2) durable, (3) timely, and (4) anchored in a product or service that creates value for its buyer or end user. To what extent does Script. Pad meet each of these tests of an opportunity? Most people will rank Script. Pad high on each component of an opportunity. It is attractive in that it lessens the possibility of prescription errors and the adoption costs are not high (at least on the physician side), it’s durable at least in the short and medium terms because it’s using sophisticated smartphone technology, it’s timely in that problems associated with prescription errors are in need of a solution, and it is anchored in a service that creates value for doctors, patients, and pharmacies. 72

Case 2. 1 Script. Pad – Interesting Idea Page 69 Discussion Question 2: What

Case 2. 1 Script. Pad – Interesting Idea Page 69 Discussion Question 2: What environmental trends are working in Script. Pad’s favor? If Script. Pad has uncovered a promising business opportunity, what environmental trends have made Script. Pad possible? • In regard to economic trends, all sectors of health care looking for ways to cut costs and become more efficient, and Script. Pad’s solution is consistent with this trend. • In regard to societal and technology trends, people, including doctors, are becoming much more comfortable using technology to perform tasks once done by hand (like writing prescriptions). In addition, improved smartphone technology and the development of smartphone apps have made the hardware portion of Script. Pad’s service possible. 73

Case 2. 1 Script. Pad – Interesting Idea Page 69 Discussion Question 3: •

Case 2. 1 Script. Pad – Interesting Idea Page 69 Discussion Question 3: • • Put yourself in the shoes of a family physician that’s part of a five-doctor practice (containing five doctors). If you were that doctor and were being pitched on Script. Pad’s method for writing prescriptions, how would you react? What would you see as the pluses and minuses of adopting the service? Ultimately, based on the information in the case and Script. Pad’s Web site, what would your decision be? Any thoughts? 74

Case 2. 1 Script. Pad – Interesting Idea Page 69 Discussion Question 4: •

Case 2. 1 Script. Pad – Interesting Idea Page 69 Discussion Question 4: • • • On what side do you think Script. Pad faces the biggest adoption challenge— the physician side or the pharmacy side? Explain your answer. Most of you should argue that Script. Pad’s biggest hurdle will be adoption on the pharmacy side. An individual physician may adopt Script. Pad’s technology, and it only affects the physician. In contrast, if a pharmacy adopts the technology, it may require training multiple employees how to use the technology and it may require changes in the pharmacy’s normal routines. As a result, it’s likely that the higher resistance will be on the pharmacy side. 75

Case 2. 1 Script. Pad – Interesting Idea Page 69 Application Question 1: •

Case 2. 1 Script. Pad – Interesting Idea Page 69 Application Question 1: • • • Script. Pad’s basic premise is that it solves the problem of prescription mistakes. Is this true? Can you think of scenarios in which a mistake could be made even when using Script. Pad’s service? If so, how could Script. Pad correct for these possibilities? An obvious answer is that a physician could theoretically make a mistake in selecting a prescription medicine using the Script. Pad service, by selecting the incorrect medication or by selecting an incorrect dosage. Script. Pad knows if a dosage is possible, but doesn’t know the correct dosage for a particular patient. There is no clear way for Script. Pad, in its current form, to correct for this type of possibility. It’s hard to see how Script. Pad’s service could make the incidence of prescription errors worse, but it isn’t a fail-safe system. 76

Case 2. 1 Script. Pad – Interesting Idea Page 69 Application Question 2: •

Case 2. 1 Script. Pad – Interesting Idea Page 69 Application Question 2: • • If you were Script. Pad’s founder, and you now have a working prototype of your device, how would you proceed? Are you ready to go to market or are there additional steps that need to be completed before Script. Pad is available for sale? Thoughts? 77

All rights reserved. No part of this publication may be reproduced, stored in a

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2 -78