Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- Foreword
- Preface
- List of abbreviations
- 1 Introduction
- 2 Why a consistent emphasis and approach for new business creation is beneficial but difficult to achieve
- I The business environment
- II The management culture
- III The corporate executives
- IV The division general manager
- V The division and its top management team
- VI Putting it all together
- Notes
- Bibliography
- Index
I - The business environment
Published online by Cambridge University Press: 22 September 2009
- Frontmatter
- Contents
- List of figures
- List of tables
- Foreword
- Preface
- List of abbreviations
- 1 Introduction
- 2 Why a consistent emphasis and approach for new business creation is beneficial but difficult to achieve
- I The business environment
- II The management culture
- III The corporate executives
- IV The division general manager
- V The division and its top management team
- VI Putting it all together
- Notes
- Bibliography
- Index
Summary
Both the external business environment and the internal business environment influence new business creation (Figure I.1).
The external business environment includes customers, competitors, suppliers, and other industry and competitive forces, as well as the legal, regulatory, technological, and economic environment (Chapter 3).
The internal business environment refers to the condition of the division's existing business (whether it is growing, maturing, or declining), the relative amount and stage of development of the division's new initiatives, the availability of resources, and other internal factors such as the fear that new products might cannibalize existing business or the bias toward product innovation versus process innovation (Chapter 4).
- Type
- Chapter
- Information
- Corporate EntrepreneurshipTop Managers and New Business Creation, pp. 39 - 40Publisher: Cambridge University PressPrint publication year: 2003