various case studies in entrepreneurship

Entrepreneurship Case Studies

Fieldfresh foods.

Mukesh Pandey, K Sudhir, Raman Ahuja, and Deepali Tewari Customer/Marketing, Entrepreneurship, Operations

By 2010, the FieldFresh team had been able to create an efficient supply chain for baby corn across Punjab and Maharashtra at all levels. But success brought with it the expectation of growth. Should FieldFresh grow opportunistically into different foreign markets as retailers and wholesalers demanded different products for their respective markets? Should FieldFresh continue to focus on baby corn, whose supply chain-market linkages it had perfected, or should the company expand the range of products it would supply? Should FieldFresh continue to maintain its primary export focus, or shift relative emphasis to the growing domestic market?

DonorsChoose.org

Anna Blanding, Jennifer Stredler, Kim Su, Ivy Washington, Sharon Oster, Jaan Elias and Andrea R. Nagy

Customer/Marketing, Entrepreneurship, Operations, Social Enterprise

After an auspicious start, Charles Best (Yale College ’98) and DonorsChoose.org set their sights on growing beyond New York City. Supported by a $14 million grant from Silicon Valley executives in 2005, DonorsChoose.org scaled up its organization and began a step-by-step expansion into various locales.  By 2009, the organization had made great strides toward completing its expansion. However, observers wondered whether DonorsChoose.org could reach its goal of providing $100 million per year in gifts to classrooms and whether it would have an impact on the fundamental inequities within the educational system.

James Baron and Jaan Elias

Employee/HR, Entrepreneurship, Ethics & Religion

AgBiome co-founders, Scott Uknes and Eric Ward,  were admirers of self-managed organizations and commitment culture, approaches to organizational structure and process that encouraged openness and collaboration. Accordingly, they built AgBiome to operate without supervisory relationships, job titles, formal performance evaluations, and individual performance bonuses. Instead, AgBiome relied on a committee structure that encouraged people with the greatest expertise to make decisions on matters within their ambit.  By 2017, AgBiome employed 80 people and was projecting further expansion. But observers wondered, could a company, which worked on the basis of commitment and without a hierarchy, scale?

The Alibaba Group

Yi guo,yao jing, charles liu, michelle wang, jaan elias, and zhiwu chen.

Competitor/Strategy, Entrepreneurship, Investor/Finance, Law & Contracts

By July of 2011, Yun “Jack” Ma had achieved his goal of creating one of the world’s leading e-commerce companies. Ma founded the Alibaba Group and took advantage of growing internet usage in China to launch the leading B2B, C2C and B2C sites in the country and capture a huge market. Despite his success, Ma had a troubled relationship with Yahoo!, the largest investor in the Alibaba Group. Ma’s decision in January of 2011 to transfer Alipay (the Alibaba Group’s online payment unit) from the Alibaba Group to a company under his personal control was just making matters worse.

What is Next? Search Fund Entrepreneurs Reflect on Life After Exit

A.j. wasserstein.

Entrepreneurship, Investor/Finance, Leadership & Teamwork

During his time at the Yale School of Management, Matt Dittrich (Yale SOM ‘18) became interested in how recent MBA students gathered search funds, structured small acquisitions, propelled themselves into being a CEO, and then participated in a liquidity event only a few years after acquisition and graduation.  He appreciated the case studies about entrepreneurs facing acquisition, strategy, and financing issues.  But what did entrepreneurs do after their exits?  At the urging of his teacher, A.J. Wasserstein, he interviewed former search fund entrepreneurs who had experienced an exit to learn what exactly they chose to do, and why. Overcome by curiosity, Dittrich was excited to begin his informational interviews (summaries included here). 

Advanced Leadership 2016

Jaan elias, james quinn and james baron.

Employee/HR, Entrepreneurship, Innovation & Design, Leadership & Teamwork, Social Enterprise

Biographies of the following seven leaders are provided:

• Rodney O’Neal, Delphi,
• Neal Keny-Guyer, Mercy Corps,
• David Cote, Honeywell,
• Linda Mason, Bright Horizons,
• General Stanley McChrystal, United States Military,
• Donna Dubinsky, Numenta, and (7) Laszlo Bock, Google. 

Mike Erwin: An Accidental Social Entrepreneur

A. j. wasserstein.

Mike Erwin, a decorated army veteran from West Point, never envisioned himself as a social entrepreneur or activist. Yet in 2012, he found himself the CEO of an organization with 15,000 members and 34 chapters reaching from Syracuse, NY to Houston, TX. Though Erwin was proud of his organization’s growth and had excelled in leadership positions, he questioned whether he was the right person to scale Team Red, White and Blue. Would someone else with more experience be more appropriate? If he indeed moved on, how could he ensure the organization would continue to thrive amid a change in leadership and potential restructuring?

Searching for a Search Fund Structure: A Student Takes a Tour of Various Options

Employee/HR, Entrepreneurship

Before entering the Yale School of Management, James Guba (SOM’18) had thought about becoming an entrepreneur. He did not have a specific idea to build a business around, but he did aspire to take charge of an organization and grow it. At Yale, Guba discovered an entrepreneurial niche called “search funds” that would allow him to acquire and lead a company that he had not built from scratch. Inspired, Guba met with search fund entrepreneurs to learn about their different paths to building their funds.

Kalil Diaz: A DR-based search firm considers its first acquisition

Customer/Marketing, Entrepreneurship

After nearly two years of searching, Kalil Diaz (SOM '14) wondered if he had finally found the company for which he had been looking. The decision he was facing would have a big impact on his investors as well as his own life. He was somewhat confident he could access funds from his current investors to purchase the company despite several investors being slow in their response to commit. However, Diaz still wondered if making the investment was the right move. How would he transition from the search to being CEO and running a company? Would the acquisition provide suitable financial returns for his investors and himself?

Clorox, Inc

Elise rindfleisch and allison mitkowski.

Customer/Marketing, Entrepreneurship, Sustainability

In October 2007, Clorox announced that it would buy Burt’s Bees for $925 million – more than five times Burt’s Bees’ annual sales. Clorox’s move caught many in the industry by surprise - Burt’s Bees had a folksy image and natural appeal for customers. Could such a brand find a home within a company best known for a toxic cleanser? Would Clorox’s push into “green” cleaners satisfy Burt’s Bees’ faithful customers? Had Clorox paid too much for its acquisition? Or, were there potential synergies that justified the purchase? What was the future of this market?

Project Masiluleke: Texting and Testing to Fight HIV/AIDS in South Africa

Rodrigo canales, jean rosenthal, jaan elias, and william drenttel.

Entrepreneurship, Healthcare, Innovation & Design, Social Enterprise

The traditional Zulu greeting, "Sawubona," literally translates as "I see you." The major challenge faced by Project Masiluleke could be captured in this local greeting – could Project M see the lives of the individuals they hoped to help? Could they find ways to understand each other and the individuals threatened by HIV/AIDS well enough to design effective solutions to a major health crisis? PopTech, frog design, and the Praekelt Foundation joined with iTeach, an HIV/AIDS and TB prevention and treatment program, to look for new approaches to address South Africa's health issues. Access to this case has been made freely available to the public.

Project Samaan

Rodrigo canales, jean rosenthal, jaan elias, ashley pandya and samuel sturm.

Entrepreneurship, Healthcare, Innovation & Design, Social Enterprise, State & Society, Sustainability

In a unique partnership, governments, designers, architects, academics, and NGOs had come together to create new sanitation solutions for India's urban slums. Specifically, the group set about tackling one of the developing world's leading problems – open defecation in crowded urban settings. But by fall 2013, not a single community toilet had been approved. What had gone wrong? And what could this experience teach others about an overall solution to the problem?

San Miguel: Expanding the Amaranth Market

Jaan elias, mario alan gonzález hernández, carlos gil garcía, rodrigo canales, and kaveh khoshnood.

Competitor/Strategy, Customer/Marketing, Employee/HR, Entrepreneurship, Innovation & Design, Leadership & Teamwork, Operations, Social Enterprise

San Miguel, a small Amaranth processing company in Huixcazdhá, Mexico, was started as a development project to sustainably employ local residents.  Despite the plant’s rural location and unschooled workforce, the company pioneered the processing of amaranth into a number of unique products. Though the company yielded a small but steady profit, the plant was operating at only 20 percent of capacity and the organization lacked a coherent marketing strategy. What new markets could the company target and what communications strategy should it employ?

Haiti Mangoes

Andrea nagy smith and douglas rae.

Entrepreneurship, Operations, Social Enterprise, State & Society

JMB S.A. had been in the mango processing business since 1998, and CEO Jean-Maurice Buteau had built up a profitable business that exported around 2,000 tons of mangoes per year.  The January 2010 earthquake devastated Haiti, but JMB appeared to survive intact, and the Soros Economic Development Fund (SEDF) was eager to move forward. In spring 2010 SEDF proceeded with a $1.3 million loan and a $1 million equity investment in JMB. But by spring 2012, after pouring $2.55 million into JMB, SEDF realized that it had to make a decision: invest another $2 million and reorganize the company under new management; sell the company, or shut down JMB S.A. altogether.

Allison Mitkowski, Alexandra Barton-Sweeney, Tony Sheldon, Arthur Janik, and Jaan Elias

Customer/Marketing, Innovation & Design, Social Enterprise, State & Society, Sustainability

In 2009, SELCO was considering its plans for how the company might expand. The company decided to institutionalize its design process by building an innovation center. SELCO also added products that provided energy solutions beyond solar. Some within the company were hoping the company would go “deeper” and look at designing solutions for even poorer members of the Indian population. Others were hoping that the company would go “wider” and expand beyond its current geographical areas in Karnataka and Gujarat. Whatever its direction, the strategic choices the company made at this point in its evolution would be crucial to determining its continued success.

360 State Street: Real Options

Andrea nagy smith and mathew spiegel.

Asset Management, Investor/Finance, Metrics & Data, Sourcing/Managing Funds

In 2010 developer Bruce Becker completed 360 State Street, a major new construction project in downtown New Haven. The building was a 32-story high-rise with 500 apartments, a parking garage, and a grocery store on the street level. In the summer of 2013, Becker had a number of alternatives to consider in regards to the open lot adjacent to his recent construction. He also had no obligation to build. He could bide his time. But Becker also worried about losing out on rents should he wait too long. Under what set of circumstances and at what time would it be most advantageous to proceed?

Achievement First

Fawzia ahmed, jaan elias, and sharon oster.

Social Enterprise, State & Society

On the edges of a warehouse district in New Haven, Connecticut, an intrepid group of educational pioneers were turning conventional theory on its head. Amistad Academy, a charter school founded by two Yale Law School graduates, was not only getting students on par with their grade levels in reading and math, but was pushing them to perform as well as the best suburban school districts too.  Five years after opening Amistad, McCurry and Toll opened an additional school in New Haven and four schools in Brooklyn, New York – all of which showed the same promise as Amistad. They dubbed their network of schools Achievement First (AF), and garnered national attention and funding from “venture philanthropists” interested in educational reform. However, in the summer of 2006, AF was facing critical questions about its future direction.

Ravi Dhar and Andrea Nagy Smith

Competitor/Strategy, Customer/Marketing, Investor/Finance, Operations

At the time of its IPO filing, Groupon held the lead among group buying sites, a 52-percent market share of revenue generated, according to the group-buying site aggregator Yipit. But many questions remained about its future. Would Groupon’s labor-intensive business model prove profitable? Would customers and merchants be loyal to Groupon? Would other companies take its business? In summer 2011 it was far from sure that the young company could maintain its lead.

Carry Trade ETF

K. geert rouwenhorst, jean w. rosenthal, and jaan elias.

Innovation & Design, Investor/Finance, Macroeconomics, Sourcing/Managing Funds

In 2006 Deutsche Bank (DB) brought a new product to market – an exchange traded fund (ETF) based on the carry trade, a strategy of buying and selling currency futures. The offering received the William F. Sharpe Indexing Achievement Award for “Most Innovative Index Fund or ETF” at the 2006 Sharpe Awards. These awards are presented annually by IndexUniverse.com and Information Management Network for innovative advances in the indexing industry. The carry trade ETF shared the award with another DB/PowerShares offering, a Commodity Index Tracking Fund. Jim Wiandt, publisher of IndexUniverse.com, said, "These innovators are shaping the course of the index industry, creating new tools and providing new insights for the benefit of all investors." What was it that made this financial innovation successful?

Governors Island

Entrepreneurship, Innovation & Design, Social Enterprise, State & Society

The political players had changed since President Clinton and Senator Moynihan’s helicopter ride. Clinton was no longer President, his wife had taken Moynihan’s seat in the Senate and Michael Bloomberg had replaced Rudolph Giuliani as New York’s Mayor. What remained the same was that the city, state, and federal government had yet to reach a deal. The question of what to do with Governors Island and who should do it remained very much open. Indeed, there were those within the new Bush administration and the Congress who believed in scrapping Clinton and Moynihan’s deal and selling the island to the highest bidder be that the local government or a private developer.

Ant Financial: Flourishing Farmer Loans at MYbank

Jingyue xu, jean rosenthal, k. sudhir, hua song, xia zhang, yuanfang song, xiaoxi liu, and jaan elias.

Competitor/Strategy, Customer/Marketing, Entrepreneurship, Innovation & Design, Investor/Finance, Leadership & Teamwork, Operations, State & Society

In 2015, Ant Financial’s MYbank (an offshoot of Jack Ma’s Alibaba company) was looking to extend services to rural areas in China through its Flourishing Farmer Loan program. MYbank relied on the internet to communicate with loan applicants and judge their credit worthiness. Initial tests of the program had proved promising, but could MYbank operate the program at scale? Would its big data and technical analysis provide an accurate measure of credit risk for loans to small customers? Could MYbank rely on its new credit-scoring system to reduce operating costs to make the program sustainable?

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Case studies are usually short articles describing real-world business examples that illustrate a particular problem or principle in detail. There are many cases available online for free or for a fee, and you can also search the library catalogue and selected databases below.

Looking for something specific?

To use UTL Library Search to find books of entrepreneurship case studies, enter "Entrepreneurship case studies" in the search field and select "Subject" from the "Any field" dropdown menu.

Or search these databases to find individual cases in digital format (articles):

• Business Source Premier This link opens in a new window Search for a company or topic and select "Case study" under "Document type."
• CBCA Reference & Current Events This link opens in a new window Enter "entrepreneurship" or another topic of choice in the text field and check "Business case" under "Document type."

Entrepreneurship Cases

• Arthur Andersen Case Studies in Business Ethics Ninety case studies from1987-94 produced by the Carnegie Mellon Tepper School of Business in cooperation with 525 institutions including University of Toronto. Free.
• The Asian Business Case Centre - Nanyang Technical University A collection of cases in Chinese and English focusing on Asian management and business experience. Searchable by topic or company. Free.
• BCIC Business Case Library (archived link) Cases focused on IT, energy, and tech companies in British Columbia. Produced by BC Innovation Council. Free.
• Canadian Agri-Food Policy Institute Cases on 13 Canadian companies including Ferrero, Lassonde, Maple Leaf Foods and PepsiCo Canada, produced by the CAPI and sponsored by Export Development Canada. Free.
• Case Centre - Free Cases A distributor of over 50,000 cases on a variety of business topics including entrepreneurship produced by various institutions. Some electronic and paper cases are free and others are sold for a fee, with free teaching materials.
• CasePlace - Aspen Institute (archived link) Over 800 entrepreneurship cases focusing on "social, environmental and ethical issues in business." Archived link.
• Harvard Business School Cases - Entrepreneurship Cases on e.g. Google Glass and Andreessen Horowitz from Harvard Business Publishing. Educators can register for free access to cases and teaching materials; others are charged a fee. Note: Some older Harvard cases are available via Business Source Premier.
• Ivey Publishing - Entrepreneurship Cases Over 2,800 entrepreneurship cases out of the Ivey Business School at the University of Western Ontario. Teaching notes also available. Paywall.
• MIT Legatum Center for Development and Entrepreneurship Via the Case Center. Legatum Center case studies illuminate the thought processes of entrepreneurs, the challenges they face, and the solutions they devise as they develop their businesses. These cases are available without charge to help teachers, students, and aspiring entrepreneurs.
• MIT Sloan School of Management Entrepreneurship cases available for free, includes teaching notes. Educators are asked to register.
• National Center for Case Study Teaching in Science Science cases written by science faculty primarily from the U.S. and Canada, produced by the University at Buffalo. Free.
• Rotman Gender and the Economy Case studies The Institute for Gender and the Economy (GATE) at the Rotman School of Management promotes an understanding of gender inequalities and how they can be remedied – by people of all genders – in the world of business and, more broadly, in the economy. Case studies can be filtered using tags including for entrepreneurship, and include high-profile Canadian founder cases.
• Stanford Graduate School of Business - Case Studies Select "Entrepreneurship" under "Narrow your results>Additional topics."
• The Times 100 Case Studies UK cases produced by the Times, searchable by topic, company, industry, or edition. Free.

Journals of Case Studies

• Business Case Journal
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Case studies are usually short articles describing real-world business examples that illustrate a particular problem or principle in detail. There are many cases available online for free or for a fee, and you can also search the library catalogue and selected databases below.

Looking for something specific?

Search C  LIO for entrepreneurship case studies, enter Entrepreneurship--Case studies in the search field and select "Subject" from the dropdown menu.

Search Business Source Complete for a company or topic and select "Case study" under "Document type."

• Columbia Caseworks :  A selection of Columbia Entrepreneurship Cases
• Case Centre :  A distributor of over 50,000 cases on a variety of business topics including entrepreneurship produced by various institutions. Some electronic and some paper cases are free and others are sold for a fee, with free teaching materials.
• Harvard Business School Cases :  Educators can register for free access to cases and teaching materials; others are charged a fee. Narrow topic to "Entrepreneurship" to see relevant cases. Note: Some older Harvard Cases are available via Business Source Complete
• MIT Sloan School of Management :   Entrepreneurship cases are available for free, including teaching notes. Educators are asked to register.
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Popescul Lorena

2017, International Journal of Entrepreneurial Behavior & Research

The objective of this book is to share entrepreneurship lessons from the experience of an expert who kick started several businesses in various fields in Romania over the years. This is the first book written from the perspective of an experienced Romanian entrepreneur, who offers tips and ideas, and gives an account of his path in the past 20 years or so. Even though the book was published in 2011, the information is still very relevant, while the topic itself is inexhaustible, because, throughout time, much has been written on entrepreneurship and the developments in this field led to the emergence of new working theories.

Silke Tegtmeier

This paper is an explorative paper into the phenomena of how an idea about starting a business, in the very beginning of the entrepreneurial venture, develops often into a tentative business idea/model and later a company. This paper therefore models the actual process of further developing a seed business idea to an entrepreneurial opportunity. Following a longitudinal approach that includes standardized questioning surveys, interviews as well as journal notes, we collected data from master students in France, Germany, and Sweden (four in each country). We applied an abductive method with qualitative content analysis to identify and model the first part of the incubation process. The key results reveal that the emerging entrepreneurial process consists of four iterative and mutually interrelated sub processes of discovery, articulation, reflection, and enactment (DARE) that capture the entrepreneurial activities and that are induced by the individual background (including experienc...

Øivind Strand , Ola Jon Mork , Ola Jon Mork

The aim is to demonstrate a case for the expansion of new product design topics related education as a strategic opportunity for technology instruction. A brief literature review about a new product design topic is introduced, as well as an exploration of the current criteria for various technology issues. Approaches for achieving is presented noting that mechanical engineering and industrial engineering are often more closely associated with the new product design issue. Views of industry reveal the need for identifying preferred approaches. If a new product design topic is to be admitted as part of an entrepreneurship program, there are a number of potential attacks of all the new engineering sciences that will impact engineering education where none is bigger than the internet. The number of new product design course educational programs in the Malaysia is growing substantially. New programs are encouraged along with review of educational content in traditional engineering disciplines, especially the related discipline of mechanical engineering. The study leads to believe that new product design topic represents a strategic management and opportunity for technology education to follow.

Renata Morais

This paper discusses strategy, entrepreneurship and innovation in design education, using examples of educational projects initiated by the authors. These projects range from: strategic design of systems, services and user-experiences to projects that enhance entrepreneurial skills and the intervention of designers — educating management students. The paper offers ideas for design educators and exemplifies increasing values in design education.

Yiannis L Bakouros

2015, Innovation, Technology, and Knowledge Management

Massimiliano Albanese

– We describe results from a semester-long class taught by seven faculty at George Mason University, aimed at providing resources to engage students in idea generation, design cycle development, and finally elaboration of a business plan. This is intended to alleviate a perceived lack of access for students to commercialize their ideas. Undergraduate and graduate students are often left with unfinished class projects that do not turn into prototypes or products. Here we aim to avoid this outcome (often referred to as the " Valley of Death "). We recruited students with ideas for products as well as students with varied expertise. We have then formalized their engagement by offering a seminar class that met once every other week over a 15 week semester. After the class each team underwent a one-week intensive boot camp for a final demonstration and presentation of their product and business plan. Throughout the semester the teams solicited and received micro-grants, then used the financial support to acquire materials to prototype several iterations of their ideas. In this paper we present data from our preliminary analysis of two successful teams. Out of five teams who took the class, three completed, and two continued with their products beyond the class. We also discuss strategies to engage students, to form viable teams, to provide technical support, and to deliver content in a non-traditional environment, with students from different backgrounds (e.g., sociology, civil engineering, computer science) enrolled both in undergraduate and graduate programs.

juan pablo acevedo

2019, Conference Proceedings of the Academy for Design Innovation Management

In recent history, different design approaches have been entering fields like management and strategy to improve product development and service delivery. Specifically, entrepreneurship has adopted a user-centric mindset in methodologies like the business canvas model and the value proposition canvas which increases the awareness of the users’ needs when developing solutions. What happens when a service design approach is used to understand the entrepreneurs’ experience through the creation of their startups? Recent literature suggests that entrepreneurial activity and success is conditioned by their local entrepreneurship ecosystem. This study investigates the Entrepreneurship Ecosystem of Medellín, Colombia - an ecosystem in constant growth but that lacks qualitative analysis. The sample consists of 12 entrepreneurs in early-stage phase. The data was gathered with two design research methods: Cultural Probes and Semi-structured interviews. The analysis of the information collected...

Jóhannes B. Sigurjónsson

Design Methods and Design Thinking have become important elements in innovation and entrepreneurship processes. Introduction of design subjects into business and engineering educations shows this. One could also mention the success of IDEO publications, presenting state of the art design methodology, stressing user focus. An increasing number of innovations directly address or involve end users, by offering immaterial products; services, leisure etc. Norwegian University of Science and Technology, NTNU has focus on Entrepreneurship and innovation and is amongst the leading universities worldwide when it comes to university-business cooperation. NTNU has an active TTO (technology transfer office), the NTNU School of Entrepreneurship is well renowned after 5 years of operation, and in 2010 a new vice rector position was established with responsibility for innovation and business cooperation. Working with the Industrial Design Engineering (IDE) at NTNU education we also observe student...

Brian McNicoll

William Durgin

Marek Matejun

Radosław 100jek

Magnus Hoppe

2016, DOAJ (DOAJ: Directory of Open Access Journals)

Tomi Deutsch

The paper presents the scope of innovation and entrepreneurship development in terms of invention -innovation processes that young people receive in the educational process. We are processing the idea of Secondary Catering School of Ljubljana female attendants to whom an idea occurred while taking a walk through the streets of Ljubljana. Students were looking at a small group of blind and visually impaired people who were given a presentation on Ljubljana sights by a tourist guide. They quickly realized that something was missing in the presentation. With the help of their mentor they began their research and found that Ljubljana is otherwise a friendly place for people with disabilities, but the demonstrations would be much more efficient and friendly, if the blind and partially sighted people could also touch certain things, feel them and recognise them in such a way. With the prototype, developed by the students, and offered to the market, they successfully completed the phase of...

Calin Denes

MATEC Web of Conferences

Sarah Cooper

2012, New Technology-Based Firms in the New Millennium

Carole Grillet

2012, HAL (Le Centre pour la Communication Scientifique Directe)

Matthias Raith , Olaf Gaus

2012, Volume 7: 9th International Conference on Design Education; 24th International Conference on Design Theory and Methodology

Rui M. Lima , J. Sepúlveda , Dinis Carvalho

2013, Mechatronics

Alessandro Deserti , Laura Mata Garcia , Carlos Teixeira

The discovery (or creation) of entrepreneurial opportunities is a crucial starting point of the entrepreneurial process, yet, the process remains casual and sloppy. There are many similarities between the front-end of the new product development process and the front-end of the entrepreneurial process. Although many authors acknowledge creativity as an important factor in the generation of entrepreneurial opportunities, none of them acknowledges any contribution from design. When creative capabilities are used at the front-end of innovation, aspiring entrepreneurs can be more productive because design approaches enable entrepreneurs to be pro-active, consistent and reliable, rather than just exploratory and reactive. Design, especially service design, possesses instruments that allow for the framing, development, co-designing and prototyping of complex intangible projects thus potentially being a powerful ally to entrepreneurs. The purpose of this article is to postulate the use of a set of service design tools as creative capabilities for empowering aspiring entrepreneurs in the front-end of the entrepreneurial process to frame, create, develop and assess business ideas, potentially turning them into entrepreneurial opportunities and posit the use of design strategies and instruments in the front-end of the entrepreneurial process.

Memory Nyondo

Lanre Shodeinde

Tony Kippenberger

l ***** This paper looks at eight entrepreneurial, successful businesses which were set up, from scratch, by people with very little capital- true entrepreneurs. It looks at their motivation for setting up these businesses in terms of ‘push factors’, their desire for independence and their perception of opportunity. It also explores the business partnerships they have entered into and their approach to risk taking. Finally, it looks at the problems they had in setting up the business and the qualities needed to overcome them. This research lends support to a number of theories about entrepreneurial characterics and behaviours. THE STUDY Entrepreneurship was once compared by Peter Kilby to the Heffalump: “It is a large and important animal which has been hunted by many individuals using various ingenious trapping devices... All who claim to have caught sight of him report he is enormous, but they disagree on his particularities. Not

Sean Patrick Sassmannshausen

Felipe Llaugel , Dennis Ridley

2018, International Journal of Economics, Business and Management Research

The typical course in engineering begins with the assumption that manufacturing operations already exit. It also assumes that capital represented by facilities that produce final goods and services already exists, do not have to be created, and that engineering is only concerned with technical design execution, production and operations. In reality, all capital must have been previously created. The only source of capital must be human capital ideas of imagination and creativity, otherwise known as entrepreneurship. Entrepreneurship, where it succeeds, creates its own demand in the minds of people who do not know what they want until it is shown to them. Therefore, engineering must be concerned with entrepreneurship education. A new CDR model is discussed for inclusion in the beginning university course in engineering.

Harshdeep Singh

This chapter continues the literature review aimed at completing the exploratory study that forms the basis of the final model prepared for empirical testing. The first section of this chapter defines the entrepreneurship process and discusses why acquiring skills is a key requirement of the entrepreneurial process. The chapter then proceeds to investigate the importance of the skills identified in chapter 2 in terms of their importance in each of the four main stages of the entrepreneurship process. This review further highlights other key skills that are likely to influence (positively or negatively) each stage of the entrepreneurship process. Thus this chapter presents the final model of skills that SMEs must acquire to succeed in each of the 4 stages of the entrepreneurship process.

Alecy Praes

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Case Studies in Entrepreneurship

• Acknowledgments
• Introduction to Case Studies in Entrepreneurship
• Chapter 1: Beginning with an idea - Warby Parker: revolutionizing the way eyeglasses are sold and social entrepreneurship is carried out
• Chapter 2: Entrepreneurial mindset - WeWork: can a shared spaceprovider survive a recession?
• Chapter 3: Recognizing agood opportunity - White Trash Services: targeting a new market?
• Chapter 4: Planning for the long run - Rakuten: how long can rapid growth be sustained?
• Chapter 5: Securing funding - Kickstarter: creating a platform for crowdfunding dreams
• Chapter 6: Securing funding (continued) - Nightlight Donuts: the trials of a collegiate entrepreneur
• Chapter 7: Developing a new business model - Etsy: will the desire for economic success overwhelm creativity?
• Chapter 8: Assessing the role of the entrepreneur - Revival Restaurant: revitalizing a dormant neighborhood
• Chapter 9: Maintaining a business during a recession - Kleinfeld Bridal: absolutely “yes”!
• Chapter 10: Attaining long-term success - Magnolia and The Silos: sustaining rapid growth
• Chapter 11: Exploring new business - Lily Jade: developing an online apparel business driven by social media
• Chapter 12: Starting a social enterprise - The TLC Rocket Stove: results-based financing through carbon credits
• Chapter 13: The role of a first mover - The Fleet Sheet: seeking sustainability for a first mover
• Chapter 14: Preparing an exit strategy - BCH TeleCommunications: an American ex-patriot deciding when and how to leave the Czech Republic
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Entrepreneurship is at the root of business. Some entrepreneurs become so successful that their companies last long for 4-5 generations (and beyond), while some last for their generation. And many fail few years after taking off. Is there an equivalent of Level-5 Leadership (as propounded by Jim Collins) in entrepreneurship? No answers yet, though. IBSCDC�s case studies on entrepreneurship cover various topics connected with entrepreneurship � business models, business plans, entrepreneurial finance, founder-succession, social entrepreneurship, etc. The case studies enlisted here trigger your intuitive reasoning and question established wisdom. Come and explore what it takes to script a successful entrepreneurial venture. Read the interviews with experts that can enrich your learning from the case studies. View the videos on some highly successful entrepreneurs.

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New Case Studies In Entrepreneurship

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Best Selling Case Studies In Entrepreneurship

• Mahindra & Mahindra (A): Transformation of an Indian Family Business into a globaly Competitive Firm
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• The Reliance Group Split-up: What Went Wrong with the Indian Conglomerate?
• Ronda �Water Management� Experiment�WorldWater (Philippines) Inc.
• Vijay Mallya, the Indian Business Baron: A �Bon Vivant� Entrepreneur?
• Aravind Eye Hospitals: A Case in Social Entrepreneurship

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