Startup Enterprise

Dave Richards

Chapter Chapter 16 in The Seven Sins of Innovation, 2014, pp 198-213 from Palgrave Macmillan

Abstract: Abstract One of the great things about creating a new enterprise is the “blank sheet of paper,” although starting from scratch also typically involves unique challenges. A new startup enterprise or venture isn’t necessarily started from scratch. Existing enterprises frequently launch new ventures, which may, in the early stages, be a strategic initiative, later evolving into a new subsidiary or spinoff. A new venture may have its own budget, leadership, and resource base, although tied to the “mother ship.” Further, a “startup from scratch” may employ capital, skills, IP, and other resources of the founders, derived from previous enterprises. To what extent an enterprise is truly a “new venture” is arguably a gray area.

Keywords: Business Plan; Stakeholder Engagement; Social Entrepreneur; Equity Stake; Exit Strategy (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-43253-7_16

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DOI: 10.1057/9781137432537_16

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