Managing Corporate Entrepreneurship

ASSIGNMENT A

1. How do organizations identify entrepreneurial opportunities and create a culture of entrepreneurship?

2. What are the strategies adopted by entrepreneurial organizations for sustenance?

3. Why do new enterprises fail? Support your answer with suitable examples

4. Discuss the difference between Entrepreneurship and Intrapreneurship (Corporate Entrepreneurship). 

5. Discuss the essential features required for an organisation to create a culture of corporate entrepreneurship.

6. Corporate Entrepreneurship is essential for any organization to survive and grow. Discuss this proposition by giving suitable examples.

7. It is said that the traditional manager is dead. Discuss this in the context of corporate entrepreneurship.    

8. What are the various myths associated with entrepreneurs and entrepreneurial activities?

                    ASSIGNMENT B

Case Study
Intel Corporation Sustaining a Culture of Innovation 
Intel, like many other entrepreneurial companies, has a storied history of innovation. As one of the first venture capital financed Silicon Valley start-up companies, Intel was founded in 1968 by Gordon Moore and Robert Noyce, financed by $10,000 from one of the first venture capitalists, Arthur Rock who organized the remaining financing by selling $2.5M in convertible debentures. The first series of memory semiconductor products were introduced soon thereafter. In 1971 Intel executed its initial public offering at $23.50 per share, raising $6.8 million. Although Intel introduced its first successful microprocessor product, the 8080 in 1974, its success was largely driven by leadership in-memory technology, as evidenced by the fact that in this time period Intel had invented almost all of the successful memory technologies. The legend of innovation in microprocessor technology and products is well known, but what may be of greater interest is how Intel developed a corporate culture and management system to recognize opportunities and to craft strategies to capitalize on planned technological advances, serendipitous events, and informal alliances.

Under the founder’s leadership, and later under Andrew Grove, Intel had turned its corporate culture into a powerful strategic advantage, one that valued initiative, risk taking, and confrontation of ideas. This culture became so ingrained and effective that at times it was at least as powerful as formal strategic planning processes. This set of values included important norms such as constructive confrontation, disagree and then commit, knowledge power not position power, put common sense on a pedestal, and let chaos reign and reign in chaos. In addition to open communications, a bias toward action, and others, Intel culture helped make that company not only innovate, but also implement creative Corporate Entrepreneurship (CE) strategies to capitalize on that innovation. These creative strategies included the decisions to formally partner with IBM and later form an alliance with Microsoft, de-emphasize the memory business in favor of the microprocessor business, the strategy to license the X86 architecture and then abandon that strategy after the success of the 80386, the now famous Intel Inside™ campaign, and a highly successful venture capital organization. Unlike similar other entrepreneurial organizations, the significant element of Intel’s CE process what not organizational or procedural, but rather was often characterized by a bottoms-up driven, contentious, rebellious and chaotic nature that was actually encouraged and supported by management. At the time, successful CE strategies at Intel almost seemed to be in spite of rather than because of any formal structure or process. This obviously has been successful so far, but one can question whether it is sustainable long term, lacking an effective formal CE process.

Q.No 1: Under different leaders Intel had created a strategic advantage on the strength of various factors. Discuss these factors in the light of the case study. 

Q.No 2: The qualities of flexibility and creativity for business growth are very much evident inside Intel. Discuss various issues/events that support this statement.

Q.No 3: Discuss the set of values nurtured at Intel to foster Corporate Enterpreneurship.

                                                   ASSIGNMENT C

1. Intrapreneurship isn’t just about coming up with a new product – although this is a great example of Intrapreneurial behavior. It could be taking an existing product………
 (A): to new heights
 (B): developing new markets
 (C): improving efficiencies – all manners in which the company is propelled forwards towards its goals
 (D): all of these

2. Intrapreneurship mobilizes the individual to put their ………………………………into play to invigorate their career to maximise their personal potential and achievements
 (A): talents
 (B): creativity
 (C): passion
 (D): all of these

3. Usually one finds vacancies being advertised for the following except
 (A): Managers
 (B): Sales representatives
 (C): Scientists
 (D): Intrapreneurs

4. Intrapreneurs are also seen as except one
 (A): Agents of change
 (B): Different
 (C): people who think out of the box
 (D): Non-performers

5. Based on ownership structure and Resource Authority -The Enabler, The Producer, The Opportunist and The advocate are the four models for…….
 (A): Corporate Entrepreneurship
 (B): Product Development
 (C): Market Development
 (D): None of these

6. All of the following are characteristics of an entrepreneurial opportunity except:
 (A): attractive.
 (B): achievable.
 (C): affordable.
 (D): value creating.

7. Which of the following are common causes of small business failure?
 (A): high stress level
 (B): poor management
 (C): inability to cope with growth
 (D): all of the above

8. One of the most significant strengths of small businesses is their ability to ______.
 (A): organize
 (B): innovate
 (C): raise funds
 (D): communicate

9. Which of the following is an advantage of an entrepreneurial unit?
 (A): ability to gain a solid reputation
 (B): flexibility and focus
 (C): independence
 (D): all of the above

10. Since Brian Thomas decided to purchase the rights to own and operate a Baskin Robbins ice cream shop rather than start his own operation, he is
 (A): an entrepreneur.
 (B): a franchisee.
 (C): an industrialist.
 (D): a franchiser.

11. Which of the following is not an advantage of an entrepreneurial unit?
 (A): lower cost of formation
 (B): flexibility and focus
 (C): independence
 (D): high failure rate

12. Xerox, Apple Computer, and IBM have all done what in recent years to improve competitiveness?
 (A): gone public
 (B): hired new CEOs
 (C): downsized
 (D): all of the above

13. Dell Computers and Procter & Gamble began as what type of organization?
 (A): limited partnerships
 (B): hybrid organizations
 (C): small businesses
 (D): cooperatives

14. Entrepreneurial units can target their efforts toward a few key customers or on a precisely defined market niche. This advantage of small business is
 (A): focus
 (B): flexibility.
 (C): reputation.
 (D): hierarchical organization.

15. To start any business you must first have
 (A): a business plan.
 (B): an idea.
 (C): financial resources.
 (D): all of the above.

16. Estimates of income, estimates of expenses, an explanation of the business, and an analysis of the competition are typically included in the
 (A): mission statement.
 (B): corporate charter.
 (C): business plan.
 (D): corporate statement.

17. Retailing, services, and high technology are attractive to entrepreneurs for which of the following reasons?
 (A): High initial capital investment requirements and ease of entry
 (B): Low initial capital investment requirements and difficulty of entry
 (C): Low initial capital investment requirements and ease of entry
 (D): High initial capital requirements and difficulty of entry

18. Which of the following best describes corporate entrepreneurship?
 (A): Application of entrepreneurship within a firm
 (B): Application of entrepreneurship on behalf of a firm by an outside party
 (C): Application of entrepreneurship outside the firm
 (D): Any application of entrepreneurship that affects the firm

19. What is the process by which individuals pursue opportunities without regard to resources they currently control?
 (A): Startup management
 (B): Entrepreneurship
 (C): Financial analysis
 (D): Feasibility planning

20. Which one of the following may need the business plan?
 (A): Employees
 (B): Investors
 (C): Advisors
 (D): All of the given options

21. Strategic renewal is a____________
 (A): Top down approach
 (B): Bottom up approach
 (C): Flanked entry approach
 (D): all of the above

22. Corporate Entrepreneurship is a ____________
 (A): Top down approach
 (B): Bottom up approach
 (C): Flanked entry approach
 (D): all of the above

23. Quality/(ies) required for an entrepreneur to succeed is/are
 (A): Focus
 (B): Risk aversion
 (C): power over people
 (D): all of the above

24. In their organizations intrapreneurs are generally ….
(A): ridiculed    
(B): isolated
(C): misfits
(D): all of the above

25. Which of the following is not a part of the organizational life cycle?
(A): Startup/growth
(B): maturity/decline
(C): renewal/death
(D): conceptualizing/product prototyping

26. The correct set of models of corporate entrepreneurship is….
 (A): idealist/enabler/advocate/producer
 (B): opportunist/enabler/advocate/humanist
 (C): opportunist/enabler/advocate/producer
 (D): opportunist/enabler/scientist/producer

27. A feasibility study contains a study of ……
 (A): Market feasibility
 (B): Finacial feasibilty
 (C): Technical feasibility
 (D): all of the above

28. The word Intrapreneurship was coined by…..
 (A): Gifford & Pinchot
 (B): Stevenson & Ginsberg
 (C): Sandberg & MacDougall
 (D): all of the above

29. Bootstrapping involves
 (A): using one's own resources
 (B): help from family
 (C): help from friends
 (D): all of the above

30. The four levels of corporate entrepreneurship are
 (A): Enterprise level/ corporate level/business unit level/ functional level
 (B): Top Management level/ middle management level/line manager level/ worker level
 (C): Level 1/Level 2/Level 3/Level 4
 (D): all of the above

31. Partnership between large companies and new entrepreneurial firms is a result of …..
 (A): complimentarity
 (B): flexibilty of smaller firms
 (C): rigidity of large firms
 (D): all of the above

32. To start a business one must first have
 (A): idea
 (B): product
 (C): market
 (D): finance

33. In corporate entrepreneurship the differences between management and promoters of ideas are because of…….
 (A): differences in prospects
 (B): lack of capital
 (C): lack of resouces
 (D): all of the above

34. Which of the following is an online connection between a company and its customers
 (A): Internet advertising
 (B): e-commerce
 (C): website
 (D): all of the above

35. Which of the following factor does not affect a person for being an entrepreneur?
 (A): Family background
 (B): Education
 (C): Gender
 (D): all of the above

36. Most of the finance for the new firm comes from following resources EXCEPT:
 (A): Friends
 (B): Foreign aid
 (C): Relatives
 (D): Personal savings

37. Which one of the following will necessarily need the business plan?
 (A): Employees
 (B): Investors
 (C): Advisors
 (D): All of the given options

38. Which of the following are detrimental to intrapreneurship
 (A): Not enough insight into customers
 (B): Lack of time and resources
 (C): Risk adverse culture/ resistant to change
 (D): All of the above

39. Which of the following model of entrepreneurship has a dedicated resouirce authority but a diffused organizational ownership structure
 (A): opportunist
 (B): enabler
 (C): advocate
 (D): producer

40. Which of the following model of entrepreneurship has a dedicated resouirce authority but a focussed organizational ownership structure
 (A): opportunist
 (B): enabler
 (C): advocate
 (D): producer