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Startup Studio Entrepreneurship Guidebook 2020 Contents 1. Foreword 2. Reading the Guidebook 3. The Future of Entrepreneurship and 01Booster’s Strategy 4. Community and Ecosystem 5. Startup Building 6. Global Trends 7. Effectuation and Causation 8. Enterprise Venture Exchange 9. Corporate Accelerators 10. Financing Entrepreneurship 11. Reverse PMI (Post Merger Integration) 12. Technology 13. On the Front Lines of Intrapreneurship © 2019 01Booster Inc. All rights reserved. 2 Chapter 1 Chapter 1 Foreword Foreword " A 2 AB D A 2 2 A 1AA A9 A A AB DA AAB 2 1 ,9 2 1 D A "A AA D A A A A D B AA2 A 1 AA 0 A A 1A A 1 - 1 02 212 A B A22 AA 0 11BBA2 AB 1 A 0B B11 A 11 DA 2 2 A 0B00 1 2 2 AB 01 A 1A1 . 1 A9 2A A 92 0 A DA A AB 2 AAB AA 2 1 1 AA 2 2 A A D BA B A 21BA A 1A A 1A D A 1 2 2BA 2 A AB A 1 B 2 2A AA2 A BA A 1A B A22 2 A9 2A 1A . A A A AB D DA A1 1 © 2019 01Booster Inc. All rights reserved. 4 Chapter 1 Foreword Foreword A - - - A - A - E -" ' - -" - - -E - - - AE - A " -E .A - - - - - A " A - - AE . A-" -- E .-E - , ,- '' A- - -- A. - AA - -E - - A" ' A A-E A - --E " , - -E -. AA - A - " - -A E AA - . " - AA - - - " A - - - A E E" E A -- - - A. -A . -. - A A" A A. .- A - E-" , - - - - - -E - - -- - . A -" A- - - - - E --" © 2019 01Booster Inc. All rights reserved. 5 Chapter 1 Foreword Foreword E CDC A"E1D1C C EC1 A1I1C B E1D BC11AB 1 B" 1 ABBB C 1B BC C C A 1 1 1A C 'DC CA B 1 1 C 1CD1 A1C 1 A1C1 DBBB EC D1C B CA 1EAB 1C B1 C C E1C BC1ACDB 1 1A 1B CA B 1 BC 1DBCC C CABCB BD EAB 1AB C 1C 0 A CB CAADAB D B C EBD1 GABB C 1D1 1 E1DB DB C1JB CAADAB 1 C EA1C 1 A 1 CB EE CB DBBB A1C 0 DCDA B DAC1 1 BB C AC , C A CAADAB C DABDC BDBB B 1 DA 1B 1 B ,DB1CADA 'BCA, CAADABD1B ABC1CEACA CDB.C BBDBBC1AAC CCCAAAC B Norifumi Suzuki 1-111CACCA © 2019 01Booster Inc. All rights reserved. 6 Chapter 2 Chapter 2 Reading the Guidebook Reading the Entrepreneurship Guidebook ,,,, , l Businesspersons handling new business development efforts. l Businesspersons involved in supporting ventures. l Employees and students thinking of getting involved in new business development. / ,,, .,,, ,,,,, ~ 01Booster staff © 2019 01Booster Inc. All rights reserved. 8 Chapter 3 110110' 11' Chapter 3 The Future of Entrepreneurship and 01Booster's Strategy Problems with Entrepreneurship in Japan Especially in the case of the 0-1 type (non-continuous) of entrepreneurship, it is important for diverse people (resources) to have trust, shared feelings, a proper way of thinking, and proper methods in order to be able to promptly take "action, introspection, and action" repeatedly. It is also very important to support the team doing this, to provide an overall supportive environment with a relenting culture, and to have a reciprocal network (social capital), along with international connections. However, Japan currently has very many problems to overcome. , , :BCRFDCJMTFAB SFFBTFBDF X:BCRRBFBBJBI BRBFBJMFAR :BBFJJFRABAFDC JMIFBAAFJMFIB AIIBFJ:BFI BIDFIFSF:BBFI MBAFYFRIB JBIF FIFCBRBF ICRABAFDCB BBMBBRFMFJB MBSIBBSBTBB0TBBC AFCCBBBBTBBBBMBBRFM BBFBBFSBIF BFJMBCFIMFIF JABI&MB BCCBRFA BBFSBMIFDABBFSB BMAFD &MB RFTBIIB RIBJFDFSBB RMMBRFBABSBIMJB FJMIBJBFDBF & :BCIITFDFIFD/0 :BFABCSFDRFBMT 2JMBABRFBBB BBMBBRFIMFFBM CJ83FFIIBTB ABIFIFC6MBB DBBJRIRB AAFFSFDRFBBA RFBFFABRB:FF BMIIBDBACFIRB BJCBBB RBAFABRBAFF BBCFFIBSFJB FSABBMBBRF TFBTFABBFIMFI BIMBBMBBRBF IRJJ:BBBBJB ABBJSBB ATFABBBT BRF MIBJTFRFD83C BTFBFMIR RFB References: xqofyqoc t M/TTTJWMDMMAR(&,.& srvghjkilm z M/TTTJWMAM1&,,7.1- oqbueg 6FJ9BDBIM/TTTJWMAM-.& npqoad w M/TTTJWMAM1&,:4)-1 © 2019 01Booster Inc. All rights reserved. 10 Chapter 3 The Future of Entrepreneurship and 01Booster's Strategy Our Mission / Our Strategy (≒ Our Way of Life) :.:.0..,1......:1:.:,,10.1. ..,.,11.:,.1.:....:1. ,...1...,.,....." 51A35541DAAA121545D4551 13D425A5A353545A5A55DA" Problems What 01Booster Provides " 51A1 Educational programs Action-based entrepreneurship training programs are provided. A5DA3514 l Startup Dojo / Workshop for entrepreneurship 51 l 01Dojo / Business startup program l Venture Study Experience / Study opportunities at an external venture company l Eurasia Entrepreneurs School / For empowering co-creation and entrepreneurial spirit " D45A14 6E1 Business development programs Business development programs aiming to build an ecosystem l Corporate accelerator (CAP)/ Co-creation between are provided. " ,145D15 major companies and venture businesses l Intrapreneur accelerator (IAP)/ Internal startup program for within companies 551 l Integration program (CAPIAP)/ Internal and external entrepreneurship ecosystem creation/establishment program &" EA5 l New integration program for R&D and business / R&D commercialization program 3DDA5AD Business advancement support Coordination is assisted with the people concerned to " . l Development, public relations, personnel, office, and more help accelerate l Funding, securing financing, capital policy, etc. entrepreneurship. 35A311 International and wide-area networks Domestic and overseas " ,5A11 social capital are l 5A Wide-area community provided. l International network © 2019 01Booster Inc. All rights reserved. 11 Chapter 3 The Future of Entrepreneurship and 01Booster's Strategy The Future of Entrepreneurship & 01Booster's Strategy & ,. , Building an &. . ecosystem that creates a future for && entrepreneurship .. in the world, , , centering on Eurasia & Japan. & . && &&&&& © 2019 01Booster Inc. All rights reserved. 12 Chapter 4 Chapter 4 Community and Ecosystem Community and Ecosystem ))) .,.(.,. In Japan, being “independent” often means being “isolated and alone” without relying on anyone. But in entrepreneurship, this couldn’t be farther from the truth. Think about this example, an entrepreneur receiving work from only Company A versus an entrepreneur receiving work from Company A, B, and C. Who do you think will succeed in being productively independent? We should think of entrepreneurship as having many parties to rely on. (..,.. Although having a lone charismatic entrepreneur is something worth talking about, it is very important in entrepreneurship to have a founding team and loyal followers. Many businesses that grew large were jointly founded. Also, invention and innovation are two different things. In the same way, the innovator (research-minded inventor) and entrepreneur (business-minded risk-taker) must work together. For example, to qualify for the national high school baseball tournament, a pitcher cannot do it alone. He needs batters and other team players to succeed. .).).). ) .. *Continue on to the next page for details. References: • "", "" https://www.mugendai-web.jp/archives/8758 • / https://www.amazon.co.jp/dp/4502235814 • Steve Blank https://bizzine.jp/article/detail/3511 © 2019 01Booster Inc. All rights reserved. 14 Chapter 4 Community and Ecosystem Community and Ecosystem ((******)**) ***()(( The success of an entrepreneurship tends to be strongly dependent on the founder’s charisma and talent, as well as the technology. However, it cannot be done by one person alone. Having a team is important. The technology must also have practical use, otherwise it cannot be commercialized. This is when the environment, along with a bit of luck in timing, the community, and the social capital, all stand as important factors. (( ( * )...,., ,.....,, .... ,... ).. ...,,. ..., .. ...,, ). (, ..,,...,.. . *(( * *A community is a group of people in the same area or place or who share the same feelings or ideas. Compared to a human network, it is smaller in scale and it has a strong emphasis on mutual contribution. References: • POWERS OF TWO CE / Joshua Wolf Shenk, https://www.amazon.co.jp/dp/B06XWS76DS • PFI / Robert D. Putnam, https://www.amazon.co.jp/dp/4760129030/ © 2019 01Booster Inc. All rights reserved. 15 Chapter 4 Community and Ecosystem Building International & Wide-Area Entrepreneurship Ecosystems Entrepreneurship Ecosystems in Japan l Japan has strong division and competition among regions, industries, companies, and organizations, so trust and co-creation (ecosystem*, reciprocal loop concept**) are important. l Since diversity and density are important for innovation, it’s important for the local regions to cooperate with the Tokyo area. l Besides venture companies, the role of financial institutions and small to medium-size companies is important at the local level. l To expand the ecosystem, co-creation attempts with other local areas and overseas outreach efforts are important factors. Five Important Ecosystem Elements Personnel, density, culture, Local & Overseas capital, regulations Ecosystems Small and Major medium-size companies Financial companies Government institutions Local Investment Venture Tokyo area ecosystem companies company Universities Government Small and medium-size Financial companies Supporters Research Overseas Venture institutions Supporters institutions ecosystem company Stakeholders Local Universities Local ecosystem ecosystem *An ecosystem originally refers to a biological community. However, in the business world, it comprises diverse people making up a co-creative community where they mutually enjoy profits. **The biological concept of a reciprocal loop (everyone contributes without demanding anything in return, but they ultimately profit at the end) can also help in understanding this process. References • 5 https://www.dhbr.net/articles/-/3493 • organization: https://www.amazon.co.jp/gp/product/4130130293/
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