CONSTRUCTING A STARTUP STRATEGY FRAME
Abstract
Startup success is greatly attributed to pre-startup phase planning. Startups develop business plans to pitch their ideas to secure funding and/or partners. The task of reading and, relating the frameworks in the document, could be a long and cumbersome process. Similarly, there is no one page illustration that can sketch a startup’s strategy and plan as well as one that is used universally. A one page clear, concise and attractive startup strategy model a ‘startup frame’ is proposed detailing ideation to financial returns analysis. It is constructed on learnings from considerations of the design thinking approach, the business canvas along others. The frame has evolved over a period of 14 months in which two bootcamps were held. Bootcamps were attended by 266 participants. It has also been used by 28 students of a senior entrepreneurship undergraduate course (Launching Entrepreneurial Ventures) over two semesters. It provides a logical flow and connects value drivers on economic, operational and strategic levels of the startup. The frame enables identifying courses of action like, ‘Management of customer benefits (CBEN), Management of segmentation and the customer relationships (CREL), Segmentation of markets and customers (SEGM), Communication management (COMM), Strategic Goal Setting and Management (SGM), Competitor Analysis (CA), Developing Startup Frame (SF), Designing the Business, and Design Elements (DE)’.References
Bieger T, Reinhold S (2011); Comparative Analysis (QCA) and related techniques. Sage, Los Angeles, pp 1–18 Das wertbasierte Gescha¨ftsmodell: Ein aktualisierter Strukturierungsansatz. In: Bieger T, zu Knyphausen-Aufseß D, Krys C (eds) Innovative Gescha¨ftsmodelle. Springer, Berlin, pp 14–70
Björkdahl J (2009) Technology cross-fertilization and the business model: the case of integrating ICTs in mechanical engineering products. Res Policy 38:1468–1477.
Breiby, E., and Wanberg, M. (2011). Successful business model innovation. Norwegian University of Science and Technology. Retraído 20 de Junio 2014, de http://www.divaportal.org/smash/record.jsf?pid=diva2:473574
Brown, T. (2008). Design Thinking. Harvard Business Review, 86, (6), 84-92.
Chesbrough H (2010) Business model innovation: opportunities and barriers. Long Range Plan 43:354–363.
DaSilva CM, Trkman P (2014) Business model: what it is and what it is not. Long Range Plan 47:379–389.
Faste, Rolf; Bernard Roth and Douglass J. Wilde (2013) "Integrating Creativity into the Mechanical Engineering Curriculum", Cary A. Fisher, Ed., ASME Resource Guide to Innovation in Engineering Design, American Society of Mechanical Engineers, New York, 1993.
Gassmann O, Frankenberger K, Csik M (2013) Gescha¨ftsmodelle entwickeln: 55 innovative Konzepte mitdem St. Galler Business Model Navigator. Carl Hanser, Mu¨nchen.
Idris, Mootee (2013). Design Thinking for Strategic Innovation. Wiley.
Jeanne, Liedtka (2011) Designing for Growth: A Design Thinking Tool Kit For Managers. Columbia University Press, 2011, ISBN 0-231-15838-6
Juan AM., Manuela, PV. & Salvador, RD., (2016); The influence of institutions development in venture creation decision: A cognitive view; Journal of Business Research; Volume 69, Issue 11
Josep-Maria Arauzo-Carod, & Segarra-Blasco, A. (2005). The determinants of entry are not independent of start-up size: Some evidence from spanish manufacturing. Review of Industrial Organization, 27(2), 147-165. doi:http://dx.doi.org/10.1007/s11151-005-8321-z
Kohlhammer, Stuttgart Wirtz B (2010) Business Model Management: Design—Instrumente—Erfolgsfaktoren von Gescha¨ftsmodellen. Springer, Wiesbaden
Marshall, Martin N. (1996). "Sampling for Qualitative Research." Family Practice 13: 522–526. doi:10.1093/fampra/13.6.522
McLeod, J. S. (2000). Planning for startup: An evaluation of factors affecting the startup of process industry facilities (Order No. 3004338). Available from ProQuest Central; ProQuest Dissertations & Theses Global. (251681351). Retrieved from https://search.proquest.com/docview/251681351?accountid=130572
Morris M, Schindehutte M, Allen J (2005) the entrepreneur’s business model: toward a unified perspective. J Bus Res 58:726–735. Doi:10.1016/j.jbusres.2003.11.001
Nigel, Cross (2011); Design Thinking: Understanding How Designers Think and Work. Oxford UK and New York: Berg.
Osterwalder A, Pigneur Y (2010); Business Model Generation: A handbook for visionaries, game changers and challenges, Wiley, ISBN: 978-0-470-87641-1
Osterwalder A, Pigneur Y (2011) Business Model Generation: Ein Handbuch fu¨ r Visiona¨re, Spielvera¨nderer und Herausforderer. Campus, Frankfurt am Main
Teece D (2010) Business models, business strategy and innovation. Long Range Plan 43:172–194. doi:10.1016/j.lrp.2009.07.003 608 T. Werani et al. 123
Thomas, Lockwood (2010). Design Thinking: Integrating Innovation, Customer Experience and Brand Value. New York, NY: Allworth.
Veselovsky, M. Y., Nikonorova, A. V., Stepanov, A. A., Krasyukova, N. L., & Bitkina, I. V. (2017). THE DEVELOPMENT OF INNOVATIVE STARTUPS IN RUSSIA: THE REGIONAL ASPECT. Academy of Strategic Management Journal, 16, 197A, 198-208.
Wallin, A., Still, K., & Henttonen, K. (2016). Entrepreneurial growth ambitions: The case of Finnish technology startups. Technology Innovation Management Review, 6(10), 5-16. Retrieved from https://search.proquest.com/docview/1963139658?accountid=130572
Wallin, A., Still, K., & Henttonen, K. (2016). Entrepreneurial growth ambitions: The case of Finnish technology startups. Technology Innovation Management Review, 6(10), 5-16. Retrieved from
Werani T (2012) Business-to-Business-Marketing: Ein wertbasierter Ansatz.
https://search.proquest.com/docview/1963139658?accountid=130572
Werani, T., Freiseisen, B., Martinek-kuchinka, P., & Schauberger, A. (2016). How should successful business models be configured? Results from an empirical study in business-to-business markets and implications for the change of business models. Zeitschrift Für Betriebswirtschaft, 86(6), 579-609. doi:http://dx.doi.org/10.1007/s11573-015-0795-z
Zott C, Amit R (2010) Business model design: an activity system perspective. Long Range Plan 43:216–226. doi:10.1016/j.lrp.2009.07.004
Copyright information
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License (Creative Commons Attribution License 3.0 - CC BY 3.0) that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).
info@iseic.cz, www.iseic.cz, ojs.journals.cz
