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Entrepreneurship The Practice And Mindset 1st Edition Heidi M. Neck, Christopher P. Neck, Emma L. Murray - Solutions

3. In what ways do your entrepreneurial ideas involve the development of intellectual property and/or patents? What legal considerations will you need to take into account in the pursuit of your
2. What kinds of preventive actions can you take to avoid legal mistakes and other common IP traps that typically ensnare startups?
1. Robert Donat is an effective example of leveraging the financial damage that patent trolls can incur in a business. How might you apply what you learned from Robert’s experience to the
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3. What are the effects of patent trolls on startups?
2. Do you think individuals or firms have the right to hold patents without producing any useful products of their own? Why or why not?
1. How would you protect your startup against patent trolls?
3. What did you learn that surprised you or went against your expectations?
were searching for?
1. How easy or difficult was it to think of a cool product for your patent search? What factors came into play?
What is the coolest product that you own or would like to own?
3. What steps would you take to protect your product/service from being copied by competitors?
2. Laws differ from state to state. How would you go about ensuring your startup was legally set up?
. How does the Hague family take legal considerations into account to benefit FlexGround?
15.7 Hiring Employees
15.5 Global IP Theft 15.6 Common IP Traps
15.4 Intellectual Property (IP)
15.3 Legal Mistakes Made by Startups
15.2 Types of Legal Structures
15.1 Legal Considerations
15.7 Explain the legal requirements of hiring employees.
15.6 Describe the common IP traps experienced by entrepreneurs.
15.5 Assess the global impact of IP theft.
15.4 Define IP and how it affects entrepreneurs.
15.3 Outline the most common legal errors made by startups.
15.2 Explain the most common types of legal structures available to startups.
15.1 Discuss how legal considerations can add value to entrepreneurial ventures.
3. Think of an activity (video games, social media, TV, Internet surfing) that you could cut back on to pursue personal growth, seek out professional opportunities, and build relationships (network).
2. What are you currently not doing (virtually) that you could inside and outside of your school or organization?
1. What are you currently not doing (in person) that you could be doing to build better relationships and effectively network both inside and outside of your
3. As the founder of a startup with several employees,• how would you address the issue of ethics in relation to social media usage?others in their networks?
2. What would you regard as “acceptable behavior” when it comes to using social media in the workplace?
1. Do you think ethics should be addressed in social media policies?Why or why not?
3. How do you think others would categorize you as a member of their networks? What qualities do you possess that would be valuable to
2. Do you think the A, B, C, and D categories are a helpful way to categorize the members of your network? Would you use other categories instead or in addition?
1. How easy or difficult was it to think of 15 to 20 people in your current network? Could you think of more than 20 people?
3. How would you go about forming your own professional relationships?
2. Would you consider deliberately forming a professional contact for professional gain “dirty”? Why or why not?
1. What do you think is easier—forging a professional relationship for personal gain or forming a spontaneous professional contact?
3. What are some ways in which you can use your own network to attain your goals?
2. Do you think Hite would have succeeded on his own? Why or why not?
1. How important were the networks of Hite and Yancey in achieving their goals?
14.5 Networking to Build the Founding Team
14.4 Virtual Networking
14.3 Building Networks
14.2 The Value of Networks
14.1 The Power of Networks
14.5 Explain how networking can help to build the founding team.
14.4 Illustrate the benefits of virtual networking.
14.3 Describe different ways of building networks.
14.2 Demonstrate the value of networks for entrepreneurs.
14.1 Explain the role of networks in building social capital.
A.6 Building Assumptions: Operating Policies and Other Key Assumptions
A.5 Building Pro Forma Financial Statements
A.4 The Journey of Cash: The Cash Conversion Cycle
A.3 Linkages Between the Three Financial Statements
A.2 Three Essential Financial Statements
A.1 Financial Projections for Startups
A.6 Explain how to apply assumptions when building pro forma statements.
A.5 Discuss how to build a pro forma financial statement.
A.4 Describe the journey of cash through the cash conversion cycle.
A.3 Clarify the relationship between the three financial statements.
A.2 Describe financial statements as an essential part of financial projections.
A.1 Explain the purpose of financial projections for startups.
6. What due diligence would you need to do to make a compelling case to a potential angel investor? A capital investor? An equity investor?
5. Whom do you presently know that you could potentially approach as an“Angel Investor” for your own entrepreneurial idea(s)? Whom could you approach for capital investment? For equity investment?
4. Hyrum Smith emphasizes the importance of following your own personal values. As an entrepreneur, which do you value more: to be “King or Queen”or to be “Rich” (viewed as a ratio using a
3. How are money benefits versus non-money benefits related to the“entrepreneur’s dilemma?”
. What non-monetary benefits might Smith and Winwood have obtained because their original investor got cold feet?
1. What was the financial cost to Smith and Winwood when their initial investor pulled out of his original contract? What was the benefit?
3. What would you do if you realized you had unintentionally provided critical but inaccurate information to an angel investor?
2. It’s impossible to prepare thorough responses to all of the questions an angel investor may ask, particularly personality-related questions.What ground rules can you establish that will allow
1. You’re in a meeting with an angel investor whose funding could jump-start your venture. How would you feel if you had to answer the investor’s questions with, “I don’t know” several
3. Did you learn anything that surprised you or that ran counter to your expectations?
2. What obstacles or challenges did you encounter in your conversations?
1. Was it easier than you expected to find an entrepreneur and investor to interview, or harder?
3. What do you think you could learn from a VC about failed investments? Think of some questions you’d like to ask a VC on this topic
2. Do you think it’s important to learn about failures as well as
1. Why do you think VCs tend to “bury their dead quietly”?
3. How would you use external financing to enhance your offering?
2. When do you think is the right time to seek outside financing as an entrepreneur?
. What are the potential risks involved in personally financing startups in the early stages?
13.6 The Entrepreneur’s Dilemma
13.5 Due Diligence
13.3 Angel Investors
13.2 The Basics of Valuation
13.1 What Is Equity Financing?
13.6 Explain the money versus power trade-off and the funding life cycle.
13.5 Describe how investors carry out due diligence processes.
13.4 Explain the role of venture capitalists (VCs) and how they finance entrepreneurs.
13.3 Describe angel investors and how they finance entrepreneurs.
13.2 Illustrate the basics of enterprise valuation.
13.1 Define equity financing for entrepreneurs and outline its main stages.
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5. What risks does an entrepreneur take by securing seed capital instead of bootstrapping for resources?
4. What risks does an entrepreneur take by bootstrapping for resources instead of securing seed capital?
3. How might the cofounders have utilized crowdfunding to further bolster their initial seed capital?
2. What kinds of bootstrapping strategies did they not use?

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