Entrepreneur's Knowledge Perception Model and Their Product or Services Probability to Have Precense in the Market.-Edición Única

Abstract

The contribution of the current dissertation is to determine the entrepreneurs' knowledge perception based on issues related to innovations. The theoretical model presented studies the entrepreneur knowledge perception. The entrepreneur uses the personal contact network and customer communication, a customized form of marketing, which is uncomplicated and follows a common-sense approach to business development. This is how market information is gathered. It derives from the ability to identify and respond to market signals (McGowan and Rocks, 1994). The signals can be in the form of customer requests, supplier suggestions, ideas from work colleagues or threats from competition. Hill iv and McGowan (2002) develop a three-level framework of networking competencies in the smaller firm. Level 1 competencies are experience, knowledge, communication, judgment and intuition. Level 2 competencies are vision, opportunity-focused, relational communication and commitment. Level 3 competencies include personality, relationship-building, listening skills, adaptability, commitment, motivation, ambition, achievement, enthusiasm, confidence and aggression. Many of these factors have also been identified as central creative entrepreneurial marketing factors in the arts (Fillis, 2002a). One research important question for the justification for this study is How knowledgeable entrepreneurs are? There are no previous studies that have addressed the issues of knowledge and it might be possible that the lack of market knowledgeinformation is one of the principal aspects than can make the difference between success and failure in the entrepreneur's approach. Some individuals have superior knowledge and skill at estimation of consumer wants, superior ability to control and direct the actions of others, greater confidence that their business estimates-business judgments will prove correct. During the process of reviewing literature the empirical result was the following conceptual model, entitled “Exploring the entrepreneur's knowledge perception.” The introduction of the model at this early stage is advantageous because it illustrates this dissertation framework, structure, and focus. The model v consists of the following elements: technological knowledge perception, market knowledge perception, competition knowledge perception. Each dimension is composed by three independent variables. A total of nine independent variables are integrating the three dimensions. A dependent variable in this case “Market Presence” is defined as the entrepreneur real participation in the market If his/her product or service is available to the costumer in the present market. If is not still in the market then this product or service is still part of an incubation process. Innovative products are introduced in turbulent and chaotic environments where the odds of success are often low. As a result, the marketing strategies for innovative products must be optimized to enhance the odds of success. Yet, marketing is often not a well-developed competency in many innovative firms (Mohr, 2002). Because of the wide variety of innovative products, brands and prices, the market goes through a stage of uncertainty. This feeling of uncertainty can only be reduced by means of information, specially the one coming from a reliable source. This is the time when the entrepreneur or inventor of a Innovation should get in touch with the real market knowledge through different channels, which will be addressed throughout his/her project. vi This dissertation seeks to add to our understanding of how entrepreneurs can build their knowledge perception to achieve competitive advantage and to develop more successful projects. The study focus upon the following dimensions that compose the entrepreneur's knowledge perception, these dimensions are: Technological knowledge, Knowledge of market, Knowledge of competition. This entrepreneur's knowledge will be under the context of their product category specialty. The author employs a sample of 169 entrepreneurs in new technology-based firms; each was interviewed during the period from 2006 to 2007. Evidence suggests that entrepreneurs should build market knowledge to be more competitive and successful in their Innovation projects. The conceptual model has both empirical and theoretical backing, but the empirical backing is limited to 169 cases. Practitioners can focus on how to build market knowledge, while the model helps to increase awareness of the holistic view of entrepreneurial knowledge and which dimensions can contribute to it. Policy makers should encourage entrepreneurs to build market knowledge, and support systems could require a plan for this activity before entrepreneurs get access to public funds. Based on this analysis, four main contributions are revealed: model generation, development of terminology, and further development of the field of entrepreneurial research.