Index
Nicholas H. Kirk
(University of Florence, Italy)
Lamberto Zollo
(University of Milan, Italy)
European Venture Toolbox: The Path for SMEs to Grasp and Defend Opportunities
ISBN: 978-1-80117-319-3, eISBN: 978-1-80117-318-6
Publication date: 27 September 2021
This content is currently only available as a PDF
Citation
Kirk, N.H. and Zollo, L. (2021), "Index", European Venture Toolbox: The Path for SMEs to Grasp and Defend Opportunities (Entrepreneurial Behaviour Series), Emerald Publishing Limited, Leeds, pp. 131-135. https://doi.org/10.1108/978-1-80117-318-620211024
Publisher
:Emerald Publishing Limited
Copyright © 2021 Nicholas H. Kirk and Lamberto Zollo
INDEX
Note: Page numbers followed by “n” indicate notes.
A/B testing
, 27
Activities
, 47–48
Added value
, 89
Analysis paralysis
, 65, 66
Angel investors
, 111
Assertiveness
, 98
Aston Martin
, 36
Attraction toward immediate conversion
, 101
AUTO1 Group
, 113
Beachhead market selection
, 83–87
Bentley
, 36
Bezos, Jeff (founder of Amazon)
, 119
Blablacar
, 10
“Blue ocean” strategy
, 18, 21
Bootstrap
, 112
Boston Consulting Group Matrix (BCG Matrix)
, 27, 37
Branding
, 8
Bugatti
, 36
Business, 51 (see also Customers)
angels
, 112
canvas modeling
, 121
ideas
, 24, 32, 43
plan
, 39
propositions
, 21
Business model (BM)
, 28, 39, 43, 52
Canvas
, 43
scalable
, 3
unconventional
, 55
Business-to-business (B2B)
, 31
Business-to-consumer (B2C)
, 31
Buyer Persona
, 39, 44–45
Capital expenditure (CAPEX)
, 111
Capital injection
, 111
Case study
, 65–74
Cash Cows
, 37
Cashflow
, 99
Central and Eastern Europe (CEE)
, 51
Chicken-egg condition
, 65
“Coding analysis” procedure, 74n1
Complex sales
, 108
Conductor
, 95
Confirmation bias
, 122
Consumer
expectations
, 9
journey paradigm
, 6
Consumer behavior
, 8
Contact reusability
, 86
Cost
, 120
cost-benefit analyses
, 105
of revenue
, 102
COVID-19 pandemic
, 14
Creative destruction
, 24–25
Culture, capability, craft process (3 Cs process)
, 96–97
Customer acquisition cost (CAC)
, 98–99, 101
Customer lifetime value (CLV)
, 99, 101, 110
Customers
, 13, 44–46
archetype characterization
, 44
customer-centric approach
, 13, 30
journey
, 39, 45
lock-in strategy
, 109
relationships
, 44
segments
, 44
Cutting edge technologies
, 65
Data-driven approach
, 118
Dealbreaker
, 65
Debiasing
, 122
Decision maker
, 107
Differentiators
, 41
Digital marketplace
, 11
Discounted cashflow method (DCF)
, 100
Disruptive idea
, 21
Distribution channels
, 44
Dogs
, 37
Domain expert
, 17
Dual system theory
, 5
Dynamic adaptation
, 18
Dynamic capability theory (DC)
, 42
E-marketplaces
, 46
Easy-to-read comparative analysis
, 52
Eataly
, 35
EBITDA
, 120
Economic buyer
, 109
Effort declaration
, 93
End-to-end offering
, 3
Entrepreneurial challenges
, 68
Entrepreneurial idea validation
, 30
Entrepreneurial journey
, 28
framework
, 10, 20, 26, 38, 51
Entrepreneurial opportunity
, 28, 69
Entrepreneurial process
, 17
Entrepreneurial sensemaking process
, 17–18
Entrepreneurs
, 4, 7–8, 118
Entrepreneurship
, 3–4, 52, 103
researchers
, 56
standard books in entrepreneurship advocate
, 91
Error
, 77
Escaping technology-oriented business ideas
, 65
Ethics
, 109
EU Entrepreneurial Approach
, 53
European focus
, 54
European founders
, 60–61
European Innovation Council (EIC)
, 52
Execution modalities
, 115, 117–123
Expectations, new idea for
, 22
Extrinsic risk analysis
, 81–82
Fabbrica Italiana Contadina (FICO), 38n5
Eataly World Expo
, 35
Fact scouting
, 27, 30
tasks
, 73–74
“Factor 10” improvement
, 89–90
Family business
, 57
Ferrari
, 35
Finance
, 103
Financial, 70 (see also Market)
feasibility
, 104
viability
, 99–102
5 Forces analyses
, 27
Five-star approach
, 46
Flat-hierarchy
, 96
Free cash flow
, 102
Funding
, 52–54, 71, 114
Fundraising
, 111–115
Game changers
, 21, 23–24
Geoffrey Moore’s Pitch Template
, 29
GLAMOS, 41, 48n1
Go-to-market strategy
, 59–60
Governance ownership
, 57–59
Grounding
, 122
Hard skills
, 3
Heavy-weight “irreversible” decision-making process
, 119
Hierarchy
, 96
High-end customers
, 21
Human risk analysis
, 82
Hypothesis testing
, 121
“Iceberg metaphor”
, 7, 14
Idea validation
, 27–28
Initial public offering (IPO)
, 113
Innovation expert
, 21
Innovation-driven enterprises (see Product-oriented ventures)
Innovative idea
, 24
Insider/coach
, 109
Institutional investors
, 111
Intrinsic risk analysis
, 82
IoT devices
, 120
Italian SME
, 60
Jaguar
, 36
Key Performance Indicators (KPIs)
, 99, 101, 117, 120
Lamborghini
, 35
Latent need
, 10, 15
Leader-members exchange theory
, 6
Legal
, 70
Letter of intent (LOI)
, 31
Liquidity projections
, 99
Local market
, 108
Locus of control
, 97
Loss aversion theory
, 5
Low-end customers
, 21
Low-end market strategy
, 24
Managers
, 4
Market
addressability
, 113
expectations
, 27–38
leaders
, 21, 23
learnings
, 19
needs
, 9
Marketers
, 4
Marketing
, 8, 71–72
Marketplace
, 35
Merge and acquisition market (M&A market)
, 114
Micro-enterprises
, 3
Miller-Heiman method
, 108
Minimum viable product (MVP)
, 27, 30–31, 39, 122
Mission
, 13
Modality of execution
, 117–118
Monthly/yearly recurrent revenue (MRR/YRR)
, 101
Multiple decision makers
, 108
Needs, new idea for
, 22
Negotiation, selling and
, 107–110
Netflix
, 24
New entrant SME
, 23
Novel contribution
, 21
Offering (see Value proposition)
Olive oil commercialization
brand logo of Alex and Diane’s new venture
, 67
categorizations
, 72
considerations
, 72–73
entrepreneurial challenges
, 68
entrepreneurial opportunities
, 69
fact scouting tasks
, 73–74
financial
, 70
funding
, 71
legal
, 70
marketing
, 71–72
Olive Oil Grove
, 66
One-size-fits-all solutions
, 32
Online platform
, 10
Operating expenditure (OPEX)
, 111
Opportunity/opportunities
, 9
cost
, 104–105
recognition
, 28
turning ideas into
, 33
Orchestrating/orchestration
, 95, 118
Pain points
, 13, 16, 18, 24, 83
Painkillers
, 13, 21, 23–24
Pareto Efficiency
, 104
Partners
, 9, 13, 47–48
Partnerships
, 3
reusability
, 86
People orchestration
, 95–98
Perceptual axes
, 27
Perceptual map
, 33
Personal no-gos
, 82
Personality
, 56, 117
Pitch Template
, 32
Planning bias
, 100
Porter’s 5 Forces Model
, 37
Positioning Map
, 27, 33–36
“Positioning”strategies
, 6
Practitioners’ notes
, 77–123
Practitioners’ sources, 38n3
Pricing
, 89
heuristics
, 93
Priming effect
, 6
Problem-market fit
, 13
Problem-scouting
, 4, 14, 15, 17–18
strategy
, 19
Problem-solving
, 4
approach
, 15
perspective
, 14
Product
, 113
product-market fit
, 8, 27
product-oriented ventures
, 3
Profitability
, 54
Promotion
, 8
Psycho-sociological approach
, 7
Psychological traits
, 97
Psychology
, 5, 6
Public–private partnerships (PPPs)
, 59
Qualification
, 96, 110
Qualitative analysis
, 121
Quantitative psychology
, 97
Question marks
, 37
Rapport
, 95
creation
, 95
Real problems
, 9
Red ocean strategies, 20n1
, 21
Resource based view (RBV)
, 42
Resources
, 39, 47–48
Responsiveness
, 96
Retailing
, 8
Retrospective analysis
, 100
Return and risk optimality
, 103–106
Return of investment (ROI)
, 120
Revenue per employee
, 102
Revenues first vs. growth first
, 54
Reversible decision-making process
, 119
Risk optimality, return and
, 103–106
Risk propensity
, 6
Risk-inclined ventures
, 61
Risk-taking propensity
, 55–56
Rolls Royce
, 36
Scholars’ sources, 38n3
Scouting
, 10
Segmenting/targeting/positioning
, 8
“Sellability” of product
, 101
Selling and negotiation
, 107–110
Sensemaking
, 13, 28
in problem-scouting
, 19
Servitization
, 7–8, 17
Shareholders
, 13, 112
Small-and medium-sized enterprises (SMEs)
, 3, 51–52, 77
businesses
, 112–113
Social media marketing
, 8
Socio-economic players
, 4
Socio-emotional wealth
, 58
Sociological theories
, 6
Sociology
, 5
Soft skills
, 3
Solopreneurship
, 118
Spotify, 11n2
, 15–16, 24
Stakeholders, 6, 11n1
, 13
analysis
, 18
Stars
, 37
State-provided funds
, 52–54
Status quo of pre-existing SMEs
, 15
Strategic marketer
, 32
Strategic positioning map analysis
, 27
Strategic resources
, 21
Strategy plan
, 121
Subscription model
, 101
Sunk cost fallacy
, 6, 122
Suppliers
, 13
Survivorship bias
, 123
SWOT analyses
, 27, 36
Teamworking
, 40
Technical buyer
, 109
Telegram
, 42
Testing product-market fit
, 31
Theoretical saturation
, 32
Time
, 120
Touchpoints
, 39, 45
Traction
, 83
Traditional businesses
, 113–114
Traditional SMEs
, 3
“Trial and error” process
, 31, 48
Triggers
, 17
Uniqueness
, 23
US Entrepreneurial Approach
, 53
US focus
, 55
User buyer
, 109
Validation process
, 30, 32
Value perception problem
, 91
Value proposition
, 43–44, 84, 89–93, 107
“VC-eligible” companies
, 113
Venture capital
, 52–54
Vision
, 13, 79
structuring
, 79–82
Vitamins
, 21, 23–24
“What makes us unique” model
, 39, 41–42, 66
“Win-win” situation
, 109
Word-of-mouth (wom)
, 46
Zalando
, 29
- Prelims
- Part I
- 1. The Rationale for Entrepreneurship and a Structure to Navigate Through its Uncertainty
- 2. Talking to Customers and Looking for Problems
- 3. Identifying and Describing Novel Value
- 4. Meeting Market’s Expectations: The Importance of Early Prototyping and Validation
- 5. Framing and Positioning in the Bigger Picture
- 6. EU versus US: The European Position in the Global Frame
- Part II
- Case Study: Olive Oil Commercialization
- Part III
- Practitioners’ Notes: Introduction
- Practitioners’ Note 1: Vision Structuring
- Practitioners’ Note 2: Beachhead Market Selection
- Practitioners’ Note 3: Value Proposition Definition
- Practitioners’ Note 4: People Orchestration
- Practitioners’ Note 5: Financial Viability
- Practitioners’ Note 6: Return and Risk Optimality
- Practitioners’ Note 7: Selling & Negotiation
- Practitioners’ Note 8: Fundraising
- Practitioners’ Note 9: Execution Modalities
- Closing Notes
- References
- Index