The paper "Critical Success Factors - IT Entrepreneurs in China" is a perfect example of a business case study. Entrepreneurs have certain critical success factors that they need to consider prior to starting their businesses. This paper discussed the critical success factors for IT entrepreneurs in China. Based on the paper IT entrepreneurs need to ensure that they have good management and that they obtain patents from the relevant bodies. Another critical factor to success is having passionate behaviour and internal motivation this will enable them, to continue despite the challenges that they may face.
In addition to these, they also need to conduct proper marketing and strategies in marketing their idea. By doing so they will be able to attract a lot of customers, IT entrepreneurs also need to engage in research and development with the aim of making their products unique. Lastly, after they have established their business they also need to have good customer service so as to retain and attract customers. IntroductionEntrepreneurs were an essential component of the economic system even prior to the time the term emerged.
The term evolved from one century to another and currently, we are now witnessing a new breed and a wide range of entrepreneurs. With the broad variety of resources and the emergence of communication technologies, entrepreneurs are now flourishing from every corner of the globe. In the 20th century, all that an entrepreneur needed was a considerable amount of money so as to create a business. In the current industry, capital is no longer an obstruction for most entrepreneurs. There is a broad range of entrepreneurs from social to manufacturing, but, currently, the real battle for success seems to be augmenting from the start-ups which are technology-based.
Technology entrepreneurship is an essential aspect of economic development. New and advanced technology ventures are said to have various positive impacts on aspects such as employment, and they can also revitalize industries that are making use of techniques that are disruptive.
Cooper, R 1994, ‘New products: the factors that drive success’, International Marketing Review vol. 11, no. 1, pp. 60-76.
Davidow, W 1986, Marketing high-technology. The Free Press, New York, NY.
Eisenhardt, K & Brown, S 1998, ‘Time pacing: Competing in Markets that won't stand still’, Harvard Business Review vol. 76, no. 2, pp.59-69.
Gardner, D, Johnson, F, Moonkyu, L & Wilkinson, I 2000, ‘A contingency approach to marketing high-technology products’, European Journal of Marketing vol. 34, no. 9/10, pp. 1053-1077.
Goldman, N 2001, ‘Israeli marketing: A work in progress’, Israeli High-Tech Investor February, pp. 44-45.
Goupta, A & Wilemon, D 1990, ‘Improving R&D - Marketing relations’, R&D Management vol. 20, no. 4, pp. 277-289.
Hellman, T & Puri, M 2001, ‘Venture capital and the professionalization of start-up firms: Empirical evidence’, Journal of Finance vol. 57, no. 1, pp. 169–197.
Kakati, M 2003, ‘Success criteria in high-tech new ventures’, Technovation vol. 23, no. 5, pp. 447-457.
Mintzberg, H 1994, ‘The rise and fall of strategic planning’, Harvard Business Review vol. 72, no. 1, pp. 107-114.
Mishra, M, Kim, D, Lee, D 1996, ‘Factors affecting new product success: cross-country comparisons’, Journal of Product Innovation Management vol. 13, no. 6, pp. 530-550.
Nesheim, J 1997, High-tech start-up, Nesheim, Saratoga, CA.
Perlmuter, D 2003, ‘How to maintain competitiveness in high-tech’, Haaretz newspaper 20 October.
Porter, M 1980, Competitive Strategy: Techniques for Analyzing Industries and Competitors, The Free Press, New York, NY.
Roure, J &Maidique, M 1986, ‘Linking pre-funding factors and high-technology venture success: an exploratory study’, Journal of Business Venturing vol. 1, no. 3, pp. 295– 306