Enhanced descriptions from Syndetics:

This textbook focuses on entrepreneurship as a style of management and regards the successful creation and management of new organizations as being about making the right decisions. A key feature is the emphasis on the view that entrepreneurship is a style of management that can be learnt, that it is accessible to the manager who is willing to learn and that a strategic approach enables new venture to go in the best direction.

Table of contents provided by Syndetics

• Preface
• What this book offers and how to use it
• Learning outcomes
• Active learning strategy
• Layout of the text
• Active learning exercises
• Part 1 Introductory Themes
• Introduction: Entrepreneurship in the modern world
• 1 The Nature Of Entrepreneurship
• What is entrepreneurship?
• The entrepreneur's tasks
• The role of the entrepreneur
• The entrepreneurial personality
• Classifying entrepreneurs
• Entrepreneurship and small business management: a distinction
• Entrepreneurship: a style of management
• 2 The Entrepreneurial Process
• Making a difference: entrepreneurship and the drive for challenge
• The entrepreneurial process: opportunity, organisation and resources
• The entrepreneurial process: action and the dynamics of success
• Beyond profit: entrepreneurship in the social and public domains
• 3 The Individual Entrepreneur
• Who becomes an entrepreneur?
• Characteristics of the successful entrepreneur
• Entrepreneurial skills
• Entrepreneurship and culture
• 4 Making The Move To Entrepreneurship
• The supply of entrepreneurs
• Influences in the move to entrepreneurship
• 5 The Nature Of Business Opportunity
• The landscape of business opportunity
• Innovation and the exploitation of opportunity
• Opportunity and entrepreneurial motivation
• The opportunity to create wealth ... and to distribute it
• 6 Resources In The Entrepreneurial Venture
• Resources available to the entrepreneur
• Financial resources
• Operating resources
• Human resources
• Resources, investment and risk
• 7 The Entrepreneurial Venture and The Entrepreneurial Organisation
• The concept of organisation
• Organisation and the control of resources
• Markets and hierarchies
• Networks
• The hollow organisation and the extended organisation
• 8 The Meaning Of Success
• Defining success
• Success factors for the new venture
• Measuring success and setting objectives
• Success and social responsibility
• Understanding failure
• Part 2 Choosing A Direction
• 9 Entrepreneurial Vision
• What is entrepreneurial vision?
• Developing and shaping vision
• Communicating and sharing vision
• 10 The Entrepreneurial Mission
• Why a well-defined mission can help the venture
• What a mission statement should include
• Developing the mission statement
• Articulating the mission statement
• 11 The Strategy For The Venture
• What is a business strategy?
• Strategy process in the entrepreneurial business
• Controlling strategy process in the venture
• Why a well-defined strategy can help the venture
• An overview of entrepreneurial entry strategies
• 12 The Business Plan: An Entrepreneurial Tool
• Planning and performance
• The role of the business plan
• What a business plan should include
• Business planning: Analysis and syntheses
• Business planning: Action and communication
• Strategy, planning and flexibility
• Part 3 Initiating The New Venture
• 13 The Strategic Window: Identifying and Analysing The Gap For The New Business
• Why existing businesses leave gaps in the market
• The strategic window: A visual metaphor
• 14 Seeing The Window: Scanning For Opportunity
• Types of opportunities available
• Methods of spotting opportunities
• Screening and selecting opportunities
• 15 Locating The Window: Positioning The New Venture
• The idea of positioning
• Strategic positioning
• Market positioning
• 16 Measuring The Window: Analysing The Opportunity
• The need for information
• Analysing the market and identifying key issues
• Analysing the opportunity: Qualitative methods
• Analysing the opportunity: Quantitative methods
• 17 Opening The Window: Gaining Commitment
• Entering the network
• Gaining financial investment: Key issues
• Gaining human commitment
• 18 Closing The Window: Sustaining Competitiveness
• Long-term success and sustainable competitive advantage
• How competitive advantage is established
• Maintaining competitive advantage
• 19 Gaining Financial Support: Issues and Approaches
• Sources and types of financial investment
• How backers select investment opportunities
• The questions investors need answering
• Part 4 Managing The Growth and Development Of The Venture
• 20 The Dimensions Of Business Growth
• The process of growth
• Financial analysis
• Financial growth
• Strategic growth
• Structural growth
• Organisational growth
• The venture as a theatre for human growth
• 21 Strategies For Expansion
• Increasing market share
• Developing new products
• Entering new markets
• Acquisitions
• 22 Organisational Growth and Development
• Conceptualising growth and organisational change
• Growth as an objective for the venture
• Controlling and planning for growth
• 23 Leadership, Power And Motivation In The Entrepreneurial Venture
• The human dimension: Relating leadership, power and motivation
• Understanding leadership
• The basis of power and using power
• Self-motivation and motivating others
• 24 Consolidating The Venture
• What consolidation means
• Building success into consolidation
• Encouraging intrapreneurism
• 25 The Changing Role Of The Entrepreneur In The Consolidated Organisation
• The entrepreneur versus the chief executive
• The dangers of entrepreneurial control in the mature organisation
• The role of the founding entrepreneur in the mature organisation
• Succession in the entrepreneurial business