The Startup Master Planner 2013 Edition


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Example: Minimum key

The framework can act as a bridge between scholars and practitioners, validating that entrepreneurial methods have the potential to connect ideas and actions in pragmatic ways. Open image in new window. While the framework in Fig. A framework has been developed here for this very purpose and involves a comparative analysis in three steps. In the second step, these levels were compared, resulting in the summary shown in Table 1. In the third and final step, a more fine-grained framework consisting of nine conceptual dimensions applicable to the six entrepreneurial methods was developed.

It was subsequently employed in another comparative analysis see Section 4. These nine conceptual dimensions were inductively generated by reviewing existing literature on six entrepreneurial methods; information extracted from the literature was viewed as quasi-empirical data. Table 1 A structured representation of entrepreneurial methods on the levels of logic, model, and tactics. Logic Model Tactics Effectuation As future outcomes driven by human beings are largely unpredictable, instead of prediction, control should be at the core of all the activities. Five heuristics of effectuation, Effectual cycle Means inventory, affordable loss assessment template, effectual ask Discovery-driven planning Uncertainty can be reduced by systematically converting assumptions to knowledge and redirecting activities in the face of emerging understanding.

Six areas of discovery-driven planning realized through ten steps Reverse income statement, targeted experiments, assumptions checklists Prescriptive entrepreneurship Instead of searching the entire world as search space, entrepreneurs should focus their search only on sources of possible matches with what they already know and their consideration sets.

Six steps of business planning Market research, focus groups, PEST model, SWOT analysis, 7S model, financial prognosis, nominal ranking The lean startup methodology Uncertainty is reducible through employing a systematic and scientific approach to formulating working guesses about the idea and testing the validity of them. The five steps of design thinking Physical prototypes, user interviews, innovation flowchart, question ladder, design thinking mixtape. The entire process reduced the total number of conceptual dimensions to nine.

As these nine dimensions were generated inductively from the six established entrepreneurial methods, none of the methods served as a baseline. This aspect of the process allowed for a more objective, unbiased, and generic comparison. In the final stage, the preliminary framework and dimensions were scrutinized by editors and peer reviewers, triggering minor revisions and eventually leading to these nine final dimensions: uncertainty management, resource management, knowledge expansion, redirection power, continuous learning, iterative process, stakeholder interaction, team collaboration, and value creation see Table 2.

Table 2 Theoretical foundations of the six entrepreneurial methods along the nine conceptual dimensions. The available knowledge is an expansion of the knowledge of all the individuals who join the process e Due to the high degree of uncertainty, entrepreneurs are forced to operate in the face of higher assumption-to-knowledge ratio. Therefore, these insights are bound to give way to iterations and pivots d Implementing hypothesis testing and iteration loops as early as possible in the process provide a higher degree of redirection power.

Table 3 summarizes the findings from the previous section, attempting to clarify similarities, differences, strengths, weaknesses, overlaps, and gaps on a conceptual level across all of the surveyed entrepreneurial methods. This is the first effort of its kind to compare entrepreneurial methods along nine broad conceptual dimensions. Each cell in Table 3 contains typical prescriptive statements, which have been either clearly articulated in the methodologies or inferred by the authors of this article. Table 3 also reveals conceptual gaps in some of the methods, particularly in business planning, underscoring the need for improvements.

Table 3 Prescriptions of the six entrepreneurial methods along the nine conceptual dimensions. A set of qualifying criteria was developed to assign a grade 2 for each dimension on a scale of 0 to 3. This quantitative exercise resulted in Fig. While Table 1 shows that all the entrepreneurial methods exhibit an overarching logic of some kind, the more fine-grained analysis in Table 2 reveals a number of shortcomings for practitioner-grounded entrepreneurial methods in terms of theoretical basis.

Neither business planning nor design thinking provides articulated underpinnings of uncertainty management. Moreover, while the lean startup methodology discusses uncertainty to some extent, it does not engage in an ontologically or epistemologically sound discussion around what constitutes uncertainty, beyond referring to the need to eliminate it from entrepreneurial processes.


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Given that uncertainty is a fundamental characteristic underlying entrepreneurship McMullen and Shepherd , its absence or weak presence in practitioner-grounded entrepreneurial methods may indicate a lack of rigor. These key differences are illustrated through a polar chart in Fig. The key differences that this venture phase observation makes explicit are illustrated in a polar chart in Fig. This chart shows an evaluation of the six entrepreneurial methods in terms of a core, explicit, implicit, or no focus on redirection, based on Table 2 and Fig.

A key implication here is that the choice of entrepreneurial method is highly contingent upon the phase of the venture. Existing venture phase models articulated in extant literature could then perhaps be applied when deciding which entrepreneurial method is appropriate to use e. This has also been tentatively proposed recently Reymen et al. In this case, effectuation could then be positioned as useful primarily in the idea and pre-startup phases, design thinking and the lean startup methodology could be useful primarily in the pre-startup and startup phases, and discovery-driven planning and business planning could be useful primarily in the startup and post startup phases.

This, however, must be viewed as a tentative proposition. No empirical research has yet been conducted on covariance between venture age, size, and growth rate, on the one hand, and multiple entrepreneurial methods used successfully, on the other hand. Venture phase models can also be misleading, resting on a false assumption that entrepreneurship is a linear and predetermined journey of growth Levie and Lichtenstein Further, some entrepreneurial methods are opposing the claim implicit in phase models that entrepreneurial processes are linear e.

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The four steps to the epiphany: successful strategies for products that win. San Mateo, CA: Cafepress. Why the lean startup changes everything. Harvard Business Review, 91 5 , 63— Brinckmann, J. Should entrepreneurs plan or just storm the castle? A meta-analysis on contextual factors impacting the business planning—performance relationship in small firms. Journal of Business Venturing, 25 1 , 24— Brown, T. Design thinking. Harvard Business Review, 86 6 , 84— Change by design. Bruyat, C. Defining the field of research in entrepreneurship. Journal of Business Venturing, 16 2 , — Bryman, A.

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The Startup Master Planner 2013 Edition

A process study of entrepreneurial team formation: the case of a research-based spin-off. Journal of Business Venturing, 19 1 , 55— Cohen, W. Absorptive capacity: a new perspective on learning and innovation. Administrative Science Quarterly, 35 , — Cross, R.

Mark Zuckerberg at Startup School 2013

More than an answer: information relationships for actionable knowledge. Organization Science, 15 4 , — A literature-based approach to understanding mentoring, coaching, and other constructs that describe developmental interactions. Human Resource Development Review, 2 4 , — Dean, J. Management theory and total quality: improving research and practice through theory development.

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Outlines of a behavioral theory of the entrepreneurial firm. Effectual versus predictive logics in entrepreneurial decision-making: differences between experts and novices. Journal of Business Venturing, 24 4 , — Toward deliberate practice in the development of entrepreneurial expertise: The anatomy of the effectual ask. Ericsson, N. Charness, P. Hoffman Eds. Cambridge: Cambridge University Press. Dimov, D.

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Design thinking and how it will change management education: an interview and discussion. Empirical studies of agile software development: a systematic review. Information and Software Technology, 50 9 , — Eisenmann, T. Hypothesis-driven entrepreneurship: the lean startup. Fiet, J. The systematic search for entrepreneurial discoveries. Westport, CT: Quorum Books. A prescriptive analysis of search and discovery. Journal of Management Studies, 44 4 , — Prescriptive entrepreneurship.

Cheltenham: Edward Elgar Publishing. Entrepreneurial discovery as constrained, systematic search. Small Business Economics, 30 3 , — Search and discovery by repeatedly successful entrepreneurs. International Small Business Journal, 31 8 , — Fishbein, M. Predicting and changing behavior: the reasoned action approach. Fisher, G. Effectuation, causation, and bricolage: a behavioral comparison of emerging theories in entrepreneurship research. Entrepreneurship Theory and Practice, 36 5 , — Foss, K.

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When contingency is a resource: educating entrepreneurs in the Balkans, the Bronx, and beyond. Entrepreneurship Theory and Practice, 37 4 , — Harper, D. Towards a theory of entrepreneurial teams. Journal of Business Venturing, 23 6 , — Hart, S. Engaging fringe stakeholders for competitive imagination. The Academy of Management Executive, 18 1 , 7— Heitmann, J.

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Moving beyond the business plan in enterprise education. Karlsson, T. Judging a business by its cover: an institutional perspective on new ventures and the business plan. Journal of Business Venturing, 24 1 , 27— Khanna, R. Fail often, fail big, and fail fast? Academy of Management Journal, 59 2 , — Kirzner, I.

Entrepreneurial discovery and the competitive market process: an Austrian approach. Journal of Economic Literature, 35 1 , 60— Klein, L. UX for lean startups: faster, smarter user experience research and design. Klotz, A. New venture teams: A review of the literature and roadmap for future research. Journal of Management, 40 1 , — Knight, F. Risk, uncertainty and profit. Kolb, D. Experiential learning: experience as the source of learning and development. Korsgaard, S. Enacting entrepreneurship as social value creation.

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Entrepreneurship Theory and Practice, 34 2 , — Liedtka, J. Perspective: linking design thinking with innovation outcomes through cognitive bias reduction. Journal of Product Innovation Management, 32 6 , — Designing for growth: a design thinking toolkit for managers. New York: Columbia University Press. Lundvall, B. User-producer relationships, national systems of innovation and internationalization. Lundvall Ed. London: Pinter Publishers. Mansoori, Y.

Entrepreneurial methods. Licentiate dissertation. Gothenburg, Sweden: Chalmers University of Technology. Entrepreneurial methods as vehicles of entrepreneurial action. March, S. Design and natural science research on information technology. Decision Support Systems, 15 4 , — Marmer, M. Startup genome report extra: premature scaling. Accessed February 8, Martin, R.

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Entrepreneurial action and the role of uncertainty in the theory of the entrepreneur.

1. Build a lean culture at your startup.

Academy of Management Review, 31 1 , — Minniti, M. A dynamic model of entrepreneurial learning. Entrepreneurship Theory and Practice, 25 3 , 5— Murray, F. The exploratory processes of entrepreneurial firms: the role of purposeful experimentation. McGahan Eds. Neck, H. Entrepreneurship education: known worlds and new frontiers.

Journal of Small Business Management, 49 1 , 55— We help tech startups and local businesses launch and grow. Michigan State University. The Midwest I-Corps TM Node serves as a hub for education, infrastructure and research that engages academic scientists and engineers in innovation. Schools that make up the University Research Corridor spun out 22 startup companies in , easily The institute leverages the University of Michigan's resources, research, technologies, and expertise to foster innovation and create positive economic impact for local, state, national, and global communities and economies by working with small and medium-sized enterprises.

By Rachelle Damico. Schools that make up the University Research Corridor spun out 22 startup companies in , easily The ninth New Venture Competition will have business students from Central Michigan University and Michigan Technological University compete for funding for prospective businesses. It has deep ties to the region's iconic startups. Nicholas Kotov Ph. Davis has lived in the Silicon Valley, he has a Ph. Check out the eleven best startups currently being launched by Michigan Students in no particular order : Kulisha.

Startups receive guidance from entrepreneurs, industry experts, community leaders, faculty, and one of the largest alumni networks in the world. Startup Brown is a day-long conference on Saturday, September 28 at Brown University that brings together innovative startups and talented students. Throughout his career, he has mentored dozens of startups as well as executives of large companies. The Michigan Investment in New Technology Startups initiative is a venture fund for the University of Michigan to leverage commercialization efforts by the Office of Technology Transfer OTT for investment purposes while demonstrating support for University of Michigan start-ups.


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  • Students Consulting for Nonprofit Organizations. Executives from LifeBlood, a University of Michigan-based startup that is pioneering a blood test for multiple sclerosis, talk to attendees at the Michigan Growth Capital Symposium Tuesday in University of Michigan Department of Pathology - - Rated 5 based on 19 Reviews "Great place to work at! The results are based on surveys conducted among a random sample of UMSI students outlined solutions to community issues and discussed their impact at the Civic Tech Exposition in Jackson, Michigan in December.

    Teams have access to an open, collaborative working space in the heart of downtown Ann Arbor, near the University of Michigan's central campus. MSU offers students and faculty an array of entrepreneurial resources and academic opportunities. The Polsky center drives innovation and fosters new startups through programs, funding and The institute leverages the University of Michigan's resources, research, technologies, and expertise to foster innovation and create positive economic impact for local, state, national, and global communities and economies by working with small and medium-sized enterprises.

    Taking place in Las Vegas, CES is a convention that hosts more than 4, companies, allowing them to MUSIC Matters is a student organization at the University of Michigan with a mission to ignite positive social change through large-scale, disruptive events that simultaneously build community and spark innovation.

    Come to learn about startups and their stories. Given that any IP developed at the University of Michigan needs to go through this office, my guess is they have the best list. He kept those thoughts in the back of his mind when he went off to the University of Michigan to study industrial and operations engineering, entered the investment field and eventually moved to San Francisco. Our team has diverse backgrounds and experiences to ensure that each technology has the appropriate support, guidance and connections to entrepreneurial and funding partners.

    The University of Michigan is considering to increase its investment stake in the Andreessen Horowitz-managed crypto fund a16z. The grants Premier undergraduate private equity and venture capital organization at the University of Michigan. Michigan business incubators and shared workspaces offer inexpensive rent and guidance for helping the Michipreneur get started. Resources: Startups ratio. Counselors provide support and a planning tool to help evaluate the direction of your technology, chart strategies and more.

    Spartan Innovations has a process for helping to create sustainable startup ventures from MSU inventions and creative Apply to Made at Michigan. We accelerate early stage startups through fundraising support and customer discovery. Michigan team builds memristors atop standard CMOS logic to demo a system that can do a variety of edge computing AI tasks startups, scientists, and University of Michigan engineers are Students walk the University of Colorado campus in Boulder, one of the college towns where startups are growing.

    Over the past week, thousands of voters weighed in on their top pick for Inc. Over ten weeks, Conquer teams follow a tailored curriculum, designed to help both startups and established companies overcome their challenges. The financial crisis hit Michigan in a big way, but the state is quickly getting back on its feet through small and medium business development. The program spans the U-M campus to unite over 50 faculty from 10 departments. She's developing the next generation of low-cost batteries, a solid state solution that has generated results and hype.

    Just one. Here are a few of our success stories: The product was developed by current students at Michigan State University. About University of Michigan Consumer Sentiment Index Consumer confidence tracks sentiment among households or consumers. Jim came to tech transfer with 20 years of industry experience.

    We host world-class training programs designed to get researchers to extend their focus beyond the laboratory and accelerate the transfer of cutting-edge research into commercial success. We are a significant research and economic engine in the region, and this year U. About the program. The final round of competition will start at p.

    There's an Michigan has dedicated itself to becoming more business friendly for startups. Internships take place during the summer May-August in a country outside of the United States. The startups all are based The number of startups launched at the University of Michigan nearly doubled to 21 in fiscal year as U-M inventors went to market with a broad array of discoveries ranging from autonomous shuttles to a post-surgery warning system that alerts doctors to patient distress well ahead of traditional methods.

    See if you qualify! Schools in the region, including the University of Michigan, Michigan State University and Purdue University, consistently add to the talent supply as well, Noble said. Flint, Michigan — XLerateHealth XLH , an award-winning Louisville-based healthcare accelerator, today announced the selection of six startup companies to join the first bootcamp cohort of its accelerator in Flint, MI. He worked in two startups in the medical device industry. Some hot sectors include fintech e. Each box where the two lists overlap is a place to brainstorm ideas. Go through each square in this grid.

    You can dismiss many of the boxes in a few seconds e. The easiest way to do this is go column by column. Pick a business or pricing model, think of a few existing businesses that use it, and spend 5 minutes reading about them to get your head into that space. Then, apply it to each potential customer or audience group: how could it fit? What are their priorities, what gets in their way, where are they wasting time or money, what do they depend upon? Browse discussion forums where they participate or are discussed.

    See what they care about, what people complain about. Search online for other companies that already compete to offer them products and services. What are they? It speeds up after that. Each time you come up with a keeper, type it into the corresponding box. For example, providing after-sale customer management for retail insurance agents? Or, a debt auction business for startups looking to raise seed funding? Type it in. Try to come up with at least 6 solid ideas. Then, create another tab in your spreadsheet and list all of your ideas there.

    In addition to writing down the ideas themselves, you should state the goal, audience s , and model s for each one. These will change over time, but it is good to start grounded with something you can work-back towards. For example:. What does your gut tell you, what would be fun, where are you most comfortable and confident?

    Congratulations, you have come up with 3 solid ideas! There are three basic steps for doing this i. A quick aside: at this point people ask, "If I share my idea with a lot of people, won't someone steal it? As previously mentioned, there are a lot of startup ideas, but few people with the time, energy, or know-how to implement them.

    The Startup Master Planner 2013 Edition The Startup Master Planner 2013 Edition
    The Startup Master Planner 2013 Edition The Startup Master Planner 2013 Edition
    The Startup Master Planner 2013 Edition The Startup Master Planner 2013 Edition
    The Startup Master Planner 2013 Edition The Startup Master Planner 2013 Edition
    The Startup Master Planner 2013 Edition The Startup Master Planner 2013 Edition
    The Startup Master Planner 2013 Edition The Startup Master Planner 2013 Edition
    The Startup Master Planner 2013 Edition The Startup Master Planner 2013 Edition
    The Startup Master Planner 2013 Edition The Startup Master Planner 2013 Edition
    The Startup Master Planner 2013 Edition

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