Innovation and entrepreneurship : a new mindset for emerging markets / edited by Martha Corrales-Estrada.

Format:

Book

Contributor:

Corrales-Estrada, Martha, editor.

Language:

English

Subjects (All):

Entrepreneurship.

Entrepreneurship--Developing countries.

Technological innovations.

Physical Description:

1 online resource (289 pages)

Edition:

1st ed.

Place of Publication:

London, England : Emerald Publishing, [2019]

Summary:

In the 21st Century, innovation is the key to entrepreneurial success. And in the fast-paced economy of Latin America, you have to innovate to compete.Innovation and Entrepreneurship: A New Mindset for Emerging Markets presents a combination of conceptual foundations, methodologies and tools to be applied in mini-cases and business challenges. Along with a cast of expert contributors including academics, global consultants and senior executives, editor Martha Corrales-Estrada explores how to transform the mindset of potential entrepreneurs and innovators in emerging markets. Looking across social and technological megatrends, Innovation and Entrepreneurship explores how to fill the unmet needs of new business opportunities with innovative and sustainable business models, including feasibility, desirability and viability perspectives and from personal, economic, pragmatic and social value creation domains.Including mini-cases and business challenges with actual examples of companies in emerging markets, this is an unmissable text for any business student, and particularly those in Latin America looking to analyse and deliver innovative solutions.

Contents:

Intro

INNOVATION ANDENTREPRENEURSHIP

Contents

List of Contributors

Endorsements

Foreword

Chapter 1: Lean Foresight

Introduction

What is Foresight?

Introducing Lean Foresight

Frame

Frame the Project. First you must Frame the Project scope, those are the preparation steps you must complete before you start working:

Frame the Subject. The procedural steps you must follow to start working are important, but before it is key to define clearly the purpose of the project, goals, and stakeholders.

Explore

Create the Domain Map. The easiest way to gather information about a domain is creating context around it, and for this we will use the Domain Map to accompany the domain description created in the Frame step (in fact Carleton, Cockayne &amp

Tahvanainen (201

Envision

Create the Timeline. To have a clear vision of the evolution of the selected element through time, we are going to create a visual timeline in a whiteboard or in a flip chart. The timeline will start as a horizontal line in the past, the number of years y

The Future Matrix. On the right side of the "Present" sticky note you will create a matrix of 3 by 4 sticky notes, vertically centered with respect to that note. This matrix of 12 will contain your descriptions of the three types of futures, with three pe

The Sets of Implications. Once you have defined the goals for each future, you have to create a set of implications for each possible goal. It will be easy

you only need three sticky notes, one for the positive, one for the negative, and one for the neut

The Role of the Trends and Mega Trends. Both above and below the timeline we can write on sticky notes the trends and megatrends relevant to the element we are analyzing. These megatrends should be taken into account when considering the possible futures

Design.

Using the Action Map. Once you have selected your goal, write it on a sticky note and put it on a whiteboard or flip chart sheet, you can write a big X under the note and draw several paths of dotted lines from the X to different points near the border of

Creating Plans. Now you are ready to make plans to reach your goal, so select one dotted line, and write on a sticky note one step or one action that you should perform in order to reach the goal in the future, and put it over the line. Then write another

Using Design Thinking. To follow the longer path of using Design Thinking as a means to achieve the selected goal, you first need to transform your goal into a challenge, that is, you must state the goal in the form of a question such as: "How might we...

References

Chapter 2: New Approaches and Theories of Entrepreneurship

The Jack-of-All-Trades Theory

The Mezzanine Theory

The O-Ring Theory

The Theory of Resources and Capabilities

Entrepreneurial Bricolage

The Process-based Theories

The Feedback Loop Theory

The Theory of Effectuation

The Theory of the Optimal Triangle

Chapter 3: Startup Path: The Development of the Entrepreneur and His/Her Journey in Creating a Startup

Venture Creation Process

Startup Path (SP)

General Cosmos Overview

Description of the "General Cosmos Overview"

Plane

Dimensions

Elements

Units of Measure

Startup Path

Loops

Tools

Entrepreneurship Competencies

Case Study: PhD Talks

Conclusions

Future Research Lines

Chapter 4: The Entrepreneur and the Types of Entrepreneurship

Entrepreneurship Process

Getting Started

Mission &amp

Vision

Milestones

Validation

Pivoting

Is the business really a business?

Funding

Types of Entrepreneurship.

Entrepreneurial Typology

First Stage

Second Stage

Third Stage

Fourth Stage

The Economic Aspects of a Search Fund

Capital of the Investor

How to Select a Company?

Mini Case: Agua Fria

Mindset for Entrepreneurship

Domo Capital Creation

Challenges and Opportunities

Agua Fria's Collaborators

Agua Fria: The Business

Agua Fria's Business Vision

Capabilities, Strategies, Channels and Value Creation

Next Steps Ahead

Chapter 5: Social Entrepreneurship: A Quick View of the Basics

Defining Social Entrepreneurship

The Predominance of a Social Mission (Social and Environmental Aspect)

Innovation Aspect

Using Market Forces to Generate Income (Economic Aspect)

Tools in Social Entrepreneurship

Design Thinking

Social Business Model Canvas

Systems Thinking

Impact and Metrics of Social Value Creation

Impact Reporting and Investment Standards (IRIS) and the Global Impact Investing Network

B-lab Assessment

Social Entrepreneurship Ecosystem

Case Hábtiva (Housing for the Low-Income Sector)

Questions for Discussion

Student Challenge

Chapter 6: Types of Innovation

The Configuration (Green)

The Offering (Orange)

Alestra/Axtel Case: Innovation as a Process and a Growth Strategy

Beginning of the Competition in the Telecommunication Sector

Change in the Landscape of the Telecommunication Market

Strangling of Margins. By the end of 1997, TELMEX had lost 30% of its customers

however, the weakness of the regulatory framework allowed the dominant operator, TELMEX, to deliver a hard blow to its competitors: on the one hand, they moved their long-dis.

The Multiplying Effect and the Drop in Prices. The digitalization of networks and the appearance of broad band exploded the development of telecommunications in Mexico at unexpected velocities. By the year 2000, the availability of telecommunications netw

First Innovation Process: Strategic Transformation of the Company (2002-2006)

Second Innovation Process: Enriching the Value Proposition Through Integrated Value Solutions (2007-2011)

Third Process of Innovation: The Convergence of the Telecommunications and Information Technology Industries (2011-2015)

The Beginning: Leadership, Culture, and Organization

Strategic Innovation and Continuous Improvement

Continuous Improvement: The Small Cog

Strategic Innovation

Metrics, Achievements, and Awards

Platform to Manage ideas and Challenges

Innovation Centered on People (Design Thinking) and the Innovation Hub

Innovation as a Service

Opportunities Triggered by Forces of Change

Innovation Challenge for Retailers

Chapter 7: Sustainable Business Models and Value Creation

What is a Business Model?

When Profit is the Main Purpose

When Social Impact is the Main Focus

When Profit and Social Impact are Equally Important

How to Prototype and Visualize Business Models: The Canvas Framework

The Naranya Case

How to Start a Prototype, Designing a Business Model?

NARANYA's Business Model Evolution

NARANYA's 3.0 New Offerings

Scaling and Building the Model

Conclusion

Business Model Challenge: Electronic Health Records' Implementation and Adoption

Why are these Factors Impediments or Barriers for EHR Adoption?.

Time. Physicians do not take the time to properly become familiar with the available products, select an EHR, implement it, and then train to use it even though colleagues have invested time and realized great benefit. Taking extra time to use EHR and not

Cost. Physicians have to weigh the costs of creating and supporting their own IT structure and applications, or using external vendors to provide the services. These costs may include purchase price, coordination costs, monitoring costs, and negotiating c

Ability to Do the Check-up, Listen to, and Register Patients' Information. The skills needed to listen to patients' complaints, assess medical relevance, contemplate interventions as well as type notes all at the same time would require a significant leve

Concern About Security and Privacy. There is added concern for privacy, confidentiality, and security for computerized patient information than with paper records.

Communication among Users and Interfaces with Doctor-Patient Relationship. Physicians would spend more time interacting with the computer than the patient. In these cases, it was clear that the respondents did not view the EHR as an opportunity to enhanc

Lack of Incentives. The EHRs use could be increased through financial rewards for quality improvement and for public reporting of multiple measures of quality performance.

Complexity. The multidisciplinary of screens, options, and navigational aid problems with EHR usability especially for documenting progress notes caused physicians to spend more work time to learn effective ways to use the EHR. These lack of intuitive and

Concern about the Ability to Select an Effectively Install EHR System. Physicians were worried about finding a system that met their needs or the future obsolescence of their EHR systems.

Technical Support. Support staff was generally perceived as knowledgeable and helpful, although some physicians noted that support staff was unavailable sometimes (off hours.

Notes:

Includes index.

ISBN:

9781789737035

1789737036

9781789737011

178973701X