As traditional markets stagnate, corporations more frequently turn to new markets for growth opportunities. The entry strategy of acquisition is now well-studied, but of growing importance, especially in high-technology fields, is corporate venturing - launching into unrelated markets or products of which the corporation may have little or no experience. This book is a business guide to the growing field of new ventures, and provides the best current principles and ideas for success. Drawing on detailed research from the SPI's unique international database of corporate activity, the author is able to present tools for analysis and lessons for successful entry and growth. Throughout, the author refers to actual examples of ventures which have succeeded and failed and looks at key issues such as R&D and marketing.
Sprache
Verlagsort
Verlagsgruppe
Zielgruppe
Maße
Höhe: 229 mm
Breite: 152 mm
ISBN-13
978-0-631-15689-5 (9780631156895)
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Schweitzer Klassifikation
Autor*in
Strategic Planning Institute and PIMS Associates
Introduction: The Start-Up Data Base and PIMS. Part 1 New ventures: what is a new venture, in a corporate context?; what should we expect from a new venture?; what can we use to set targets and tract progress?. Part 2 The importance of market choice: what is the role of market growth?; should I attack the whale, or swim with the minnows?; when, and how, does innovation help?. Part 3 Successful attack : what should I plan to spend on marketing? - marketing mix and market share - marketing and relative quality - marketing and market share gain ; where do I position my product? - the role of value in market share gain - price v. quality - the effective mix; what do I invest in capacity/delivery capability? - the pay-off from agression - the potential cost of conservatism - setting the limits; can I save on R&D?. Part 4 The basic lessons on new ventures: but what do I do?; what should I avoid? Part 5 Carrying On - adolescent businesses: what are the growing pains of adolescence?; can I afford portfolio fit?; who runs the show?; close to the customer, or cut the costs?; to compete or not to compete?; implications of adolescent business strategy for new ventures. Part 6 Pulling it together - implications for group and business managers: group management; business management.
