3. opportunity 2015
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Transcript of 3. opportunity 2015
Entrepreneurship @ NU 2015
Entrepreneurship @ NU 2015
Wai Chamornmarn
3. Opportunity
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Opportunity
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What is the difference between business ideas and business opportunities?
• A business idea is a promising concept that can be used to make money.
• A business opportunity is a proven concept that generates on-going income.
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Peter Drucker
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Where are Opportunities Born?
• “We look for ideas that change the way people live or work” • Technology sea change
– Moore’s Law (processing power) – Metcalf’s Law (network effects) – Disruption
• Market sea change – Value chain disruption/obsolescence/vulnerability – Deregulation
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Where are Opportunities Born?
• Societal sea change – Changes in ways we live, learn, work, etc. – Gilder’s Law – 10xs in 10 years (bandwith)
• Brontosaurus factor – Arrogance – Loss of peripheral vision – Deadened reflexes – turning the tanker
• Irrational exuberance – Over/undervalued assets
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Window of Opportunity
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To summarize…
• …a superior opportunity has the qualities of being attractive, durable, and timely and is anchored in a product or service which creates or adds value for its buyer or end-user – usually by solving a very painful, serious problem.
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Opportunity Recognition
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Characteristics of Good Opportunities
Attractive
Achievable Durable
Value creating
Good Business Opportunity
Before launching opportunity as a business • Consider the resources available to undertake it • Consider the characteristics of the entrepreneur pursuing it
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Problem
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Magic Ink
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Fast Food
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道路用製品 Road products
• Mira Cool Way Heat shield paved two-component curable light traffic road for heavy traffic from road
• Mira Cool Way W Heat shield paved pedestrian road system for emulsion-type light from road traffic
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Unmet Need
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Uncover Opportunity Nucleus § Increase customer
satisfaction § Create a new experience § Uncovering
§ unmet need § underserved needs
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Two Generic “Value types” § Trapped Value
§ More efficient markets § More efficient value
systems § Ease of access § Disrupt current pricing
power
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Two Generic “Value types”
– New-To-The-World Value • Customize offerings • Extend reach and access • Build community • Enable collaboration • Introduce new functionality
or experience
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Opportunity Evaluation
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Importance of Idea Evaluation
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Go or No-Go?
Quantify and MAXimize Quantify and MINimize
Vernon’s Razor (ต่อ)
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Value Proposition
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Profit pattern
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Thirty profit patterns
MEGA PATTERNS No profit Back to profit Convergence Collapse of the middle de facto standard Technology shifts the board CHANNEL PATTERNS Multiplication Concentration Compression Disintermediation KNOWLEDGE PATTERNS product to customer knowledge Operations to knowledge Knowledge to product VALUE CHAIN MODELS Deintegration Value Chain squeeze Strengthening the weak link Reintegration
CUSTOMER PATTERNS Profit shift Microsegmentation Power shift Redefinition
Product patterns Product to brand Product to blockbuster Product Profit multiplier Product to pyramid product to solution ORGANISATION PATTERNS Skill shift Pyramid to network Cornerstoning Conventional to digital business design
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Profit Zones / Profit Pools
Source: Adapted from Walters (2002), Gadiesh and Gilbert (1998) and Slywotzky and Morrison (1997)
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Profit Zone
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Find the way
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