Presented by: Arie Ady Agusta (1106135161) Dewi Wijayanti (1106135602) Rika Kesuma (1106137854)

A Tale of Two Entrepreneurs

Creating the Opportunity

Marketing the Better Mousetrap: A Technologists Perspective A Tale of Two Entrepreneurs: The Journey Continued Through Heights and Valleys

Evolution and Competition in Technology Markets

Technology and the Fight for Competitive Adventege

New Venture Finance: An Entrepeneurs Perspective

Building Competitive Adventege From Intellectual Capital

Corporate Entrepreneurship: Two Perspective

The Real New Economy

Toward a Personal Entrepreneurial Strategy

 Kevin Boulin, founder and President of EnerTech Enviromental of Atlanta, had presented his company to a panel of new venture investors and technology expert. Maurice Genderson, a founding partner of Nth Power Technologies a venture capital firm in San Fransisco, had heard the presentasions of many start-up companies during the two-days forum.

A Family Matter

An Answer in Search of Question of a Question

First Business Model

The Technology Demonstration

Rising Sun, Rising Hope

Rethingking the Oportunity

Rethingking the Technology

The Road Ahead

 First Business Model The marketing chalenge derived from the technological orgins of the company. Even so, they found it difficult to attract more than casual attention without a tangible demonstration of the technology. The Technology Demonstration On the one hand, without demonstration at nearcommercial scale, EnerTech could not convince potential customers that technology would actually perform.

 Build the demonstration plant Turn over EnerTech the know-how derived from the plant for use the US market Pay EnerTech a cash fee

The Founders Insight

The Team and the Opportunity

The Nth power Business Model

Raising the First Fund: Early Lessons

Raising the First Fund: Insight and Persistence

Learning and Moving on

Business Model Deal flow : the supply of investment quality companies having sound management, an opportunity to create extraodinary value, and business model that can capture that value
The classic venture capital model, purpose: It would strengthen credibility among investors as the actual deals done began to build a convincing record of accomplishment for Nth power It would persuade energy entrepreneurs to seek out Nth Power as firm conected to real sources of capital It would provide enough income to defray the very considerable cost of rising a venture fund It would build on an estamblished relationship with the first client, a large East Coast electric utility which was included with the purchase from the consultancy

Personal Characteristic

Family background The technology entrepreneurs from educated Motivated to start their companies

The Founding Team

A lead entrepreneur Experience and relevant industry connections Cohesion Integrity A reward and compensation system

In search opportunity

Entrepreneurs must seek opportunities in special market place situastion Marketplace anomalies likely to produce the best opportunities The internal perspective company of industry

 The power of any opportunity can be understood best when viewed through the lens of the business model the complate set of ideas concerning the way that value is to be created and a durable, structural competitive adventage sustained. Foundation concept: A concept of how customer value will be created A consept of how the new venture will build for itself a structural competitive adventege in providing that value

A Technologists Perspective

 Understanding your offering the way a customer valur itnot as innovation, but as package innovative services Discrening which kinds of customer are likely to yield the first sale and which will comprise the large, mainstream market Learning what markets are trying to tell you and responding appropriately

Technology as Service

Thel Dimensions of Performance

The Dinamics of Performance

Marketing Planning: First Sale to Mainstream Market

Marketing as Learnig

The Dimencions of Performance

Service basic elements: speed, convenience, economy, prestige The challenge in discreaning all the dimensions of customenr value is to identify these poorly articulated or even unspoken component value and include them in the package you offer. People dont want to pay very much for something they are always losing, and in any case can be found lyling around everywhere.

The Dynamics of Performance

Customer limitations Experience External events and trends Technical improvement Lack of technical improvement

First Sale to Mainstream Market

Investors take the company more seiously A sale to one customer often begets another

Leader and Laggards

Innovators Early adopters Early majority Late majority Laggards

Anlysis of entrepereneural Pricing

Base your price on the value of your offering to the customer rather than cost to produce Be willing to assume the risk of novel strategies Use these novel strategies proactively without waiting for competitiors to initiate the pricing action Remain flexsible in pricing

Llearning in Organization

Adaptive learning Generative learning

Managing the Learning Process

Take place inside your own head and the heads of your patners Open minded with a capacity to shed assumptions when the evidence of the marketplace

A Thausand Flowers Bloming

Reading the market Technology adaption Cycle time Effectiveness in production

Paradise Lost: The Weed Whacker Cometh

Product Design Business Design Product Economies Combining Technologies Competitive Skills in Transition

Return of The Suits

Pressures toward incremental innovation Schumpeters revenge Competitive strategies

Disruptive Technologies

The Path Dependence Of Technology

Societal Preferences

The Acceleration Of Technological Change

 Sustaining Disruptive

where a person's decision to use the technology within is affected by the number of users of these technologies.

The choice of the technology that is present in their midst.

Speed the development of a technology was able to affect the development of other technologies.
Law of Accelerating Returns Ray Kurzweil said, I and many other scientists believe that within the next 20 years we are able to reprogram the ancient software on our bodies, and stop the aging process and reverse it. Nanotechnologies will make us live forever.

 Kevin Bolin - EnerTech Environmental Maurice Genderson - Nth Power Technologies

Three kinds of Capital

First Money in

On a Roll Again

In pursuit of venture Finance

Sludge Happens

A Day at the Beach

Many Are Called, but Few Are Chosen

All the Diligence That Is Due

The Value and the Price

The Dark Side of Venture Capital

A Reflection

Cash in the New Enterprise

Financial Strategy for Entrepreneurs

- A Cash Flow Scenario

- Measuring Cash Flow The financial tool that allows you to do this is called the pro forma: a cash flow projection an income statement a balance sheet Good financial planning can avoid the worst evil of all

Founders capital Development Financing Angel Investment Venture Capital

- Creating and Protection Intellectual Property

The Patent Process Loose Lips Sink Ships The Sword and the Shield International Patents

- Frontiers of Change in Intellectual Property

Knowledge Products Patenting the Business Model Gene Patenting

- Alternatives for Securing Intellectual Property

The Black Box Strategy The Open-Source Strategy

- Developing a Strategy for intellectual Capital - No Advantage is Permanent

Support Infrastructure : The Launch Platform : Corporate Advantages

Administrative Services Credibility and Contacts Entrepreneurial Expericence Financial Resources

The Launch Platform :

A Cultural Collision (Percampuran Budaya)

Time-driven vs. Event-driven Income-orientation vs. Value-orientation Promotion vs. Wealth Building The Safety Net

The McKinsey three focused strategy

A whole new ball game

Back to Mother Ship

Building from intellectual Capital

 Building Externally : Corporate Venture Capital Membuka percakapan di awal dengan perusahaanperusahaan yang dianggap sudah mapan & sukses, karena timbul rasa ketertarikan saat para pengusaha independen tersebut mencari dana untuk bisnis mereka.

 Building Internally : It Takes the Right Stuff Contoh Kasus : Black & Veatch : An Entrepreneurial Engineering Company - The Original Market Insight - The Technology Idea - An Expanding Market Concept - Capturing the Value : Origins of BVSG

Budaya perusahaan yang mengejar nilai baru, keinginan untuk meningkatkan pertukaran resiko untuk menangkap bagaiman suatu prospek dapat memberikan nilai penting bagi perusahaan dan memberikan penghargaan yang sesuai bagi mereka yang sukses dalam menjalankan budaya perusahaan tersebut.

Seperangkat pemikiran dari para individu untuk menjadi juara yang dapat menghimpun visi, energi, dan kapasitas intelektual untuk mengambil penciptaan usaha baru dan dapat secara bijaksana untuk mengetahui sejauh mana batasan yang mereka miliki.

Pandangan mengenai masa depan Elemen-elemen dari Ekonomi Baru yang Nyata Munculnya Pengetahuan sebagai sebuah Nilai Struktur Ekonomi dari suatu Pengetahuan Pasar Baru di dalam Barang Umum

Nanoscience and Nanotechnology

Biotechnology and Biomedicine Information Science and Technology

The Cognitive Science, Including Cognitive Neuroscience

Privacy and The Right to Self

Property and the Meaning of Ownership

Life and the Meaning of Humanity

The Intentional Entrepreneur (Niat dari Pengusaha)

Time Flies : Whether or Not Youre Having Fun

The Learning Entrepreneur

A Team Sport When to Fold

Context Counts