正版 创业学:21世纪的创业精神:英文版 [美]杰弗里·蒂蒙斯,[美]小

PART I　The Entrepreneurial Mind for an Entrepreneurial World

1　The Global Entrepreneurial Revolution for a Flatter World　3
　Entrepreneurship Flattens the World　3
　Two Nobel Prizes Recognize Entrepreneurship　5
　A Macro Phenomenon　5
　Entrepreneurship: 40 Years as a Transformational Force　6
　Four Entrepreneurial Transformations That Are Changing the World　7
　　Entrepreneurship as the New Management Paradigm　7
　　Entrepreneurship as a New Education Paradigm　8
　　Entrepreneurship as the New Not-for-Profit and Philanthropy Management Paradigm　10
　　Entrepreneurship beyond Business Schools　11
　The Energy Creation Effect　11
　The Road Ahead　12
　The Genie Is out of the Bottle　13
　　Entrepreneurship: Innovation + Entrepreneurship = Prosperity and Philanthropy　13
　　New Venture Formation　14
　The Entrepreneurial Revolution: A Decade of Acceleration and Boom 　22
　　Education　22
　　Policy　22
　　Women　23
　　Minority Groups　23
　　Youth Entrepreneurship　23
　Entrepreneurs: Americas Self-Made Millionaires　24
　A New Era of Equity Creation　24
　　Building an Enterprising　Society　26
　Chapter Summary　28
　Study Questions　28
　Internet Resources for Chapter 1　28
　Mind Stretchers　29
　Exercise 1: Visit with an Entrepreneur and Create a Lifelong Learning Log　29
　Exercise 2: The Venturekipedia Exercise—Time Is Everything!　31
　Case: ImageCafé　33

2　The Entrepreneurial Mind: Crafting a Personal Entrepreneurial Strategy　41
　Entrepreneurs Are Leaders　41
　Three Principles for Entrepreneurial Leadership　42
　Timeless Research　43
　Converging on the Entrepreneurial Mind　45
　　Desirable and Acquirable Attitudes, Habits, and Behaviors　45
　　Seven Dominant Themes　46
　Entrepreneurial Reasoning: The Entrepreneurial Mind in Action　54
　The Concept of Apprenticeship　55
　　Shaping and Managing an pprenticeship　55
　　Windows of Apprenticeship 56
　　The Concept of Apprenticeship: Acquiring the 50,000 Chunks　57
　　Role Models　58
　Myths and Realities　58
　What Can Be Learned?　58
　A Word of Caution: What SATs, IQ Tests, GMATs, and Others Dont Measure　61
　A Personal Strategy　62
　Entrepreneurs Creed　62
　Chapter Summary　63
　Study Questions　63
　Internet Resources for Chapter 2　64
　Mind Stretchers　64
　Exercise 1: Crafting a Personal Entrepreneurial Strategy　64
　Exercise 2: Personal Entrepreneurial Strategy　67
　Case: Lakota Hills　88

PART II　The Opportunity

3　The Entrepreneurial Process　101
　Demystifying Entrepreneurship　101
　Classic Entrepreneurship: The Start-Up　102
　Entrepreneurship in Post–Brontosaurus Capitalism: Beyond Start-Ups　102
　　“People Dont Want to Be Managed. They Want to Be Led” 102
　　Signs of Hope in a Corporate Ice Age　103
　　Metaphors　103
　Entrepreneurship = Paradoxes　104
　　The Higher-Potential Venture: Think Big Enough　105
　Smaller Means Higher Failure Odds　106
　　Getting the Odds in Your Favor　107
　　Threshold Concept　107
　　Promise of Growth　108
　　Venture Capital Backing　108
　　Private Investors Join Venture Capitalists　108
　　Find Financials Backers and Associates Who Add Value　109
　　Option: The Lifestyle Venture　109
　The Timmons Model: Where Theory and Practice Collide in the Real World　109
　　Intellectual and Practical Collisions with the Real World　110
　　Value Creation: The Driving Forces　110
　　Change the Odds: Fix It, Shape It, Mold It, Make It　110
　Recent Research Supports the Model　116
　Chapter Summary　117
　Study Questions　118
　Internet Resources for Chapter 3　118
　Mind Stretchers　118
　Case: Roxanne Quimby　119

4　Clean Commerce: Seeing Opportunity through a Sustainability Lens 　127
　Clean Commerce Is an Opportunity Sea Change　127
　Clean Commerce and the Sustainability Lens: Seeing and Acting on New Opportunities and Strategies　128
　Defining the Concept: How to Look through a Sustainability Lens　129
　　Weak Ties　129
　　Systems Thinking　129
　　Thinking Like a Molecule　129
　　Value-Added Network　131
　　Be Radically Incremental　131
　Illustrating the Concepts: Green Cleaning　132
　Illustrating the Concepts: NatureWorks　133
　The E-Factor　134
　Drivers of New Entrepreneurial Opportunities　134
　Implications for 21st-Century Entrepreneurs　136
　Chapter Summary　136
　Study Questions　137
　Internet Resources for Chapter 4　137
　Mind Stretchers　137
　Case: Jim Poss　138

5　The Opportunity: Creating, Shaping, Recognizing, Seizing　147
　Think Big Enough　147
　Opportunity through a Zoom Lens　148
　　Transforming Caterpillars into Butterflies　148
　　New Venture Realities　148
　　The Circle of Ecstasy and the Food Chain for Ventures　149
　　When Is an Idea an Opportunity?　150
　　The Real World　150
　　Spawners and Drivers of Opportunities　150
　　Search for Sea Changes　152
　　Desirable Business/Revenue Model Metrics　152
　The Role of Ideas　153
　　Ideas as Tools　153
　　The Great Mousetrap Fallacy　153
　　Contributors to the Fallacy　154
　Pattern Recognition　154
　　The Experience Factor　154
　　Enhancing Creative Thinking　155
　　Approaches to Unleashing Creativity　156
　　Team Creativity　156
　　Big Opportunities with Little Capital　156
　　Real Time　157
　　Relation to the Framework of Analysis　159
　Screening Opportunities　159
　　Opportunity Focus　159
　　Screening Criteria: The Characteristics of High-Potential Ventures　159
　　Industry and Market Issues　162
　Gathering Information　168
　　Finding Ideas　168
　　Shaping Your Opportunity　170
　Published Sources　171
　　Guides and Company Information　171
　　Additional Internet Sites　171
　　Journal Articles via Computerized Indexes Statistics　171
　　Consumer Expenditures　171
　　Projections and Forecasts　171
　　Market Studies　172
　　Other Sources　172
　　Other Intelligence　172
　Chapter Summary　173
　Study Questions　173
　Internet Resources for Chapter 5　173
　Mind Stretchers　174
　Case: Burts Bees　175
　Exercise 1: The Next Sea Changes　181
　Exercise 2: Opportunity-Creating Concepts and Quest for Breakthrough Ideas　182
　Exercise 3: Creative Squares　183
　Exercise 4: Idea Generation Guide　184

6　Screening Venture Opportunities　187
　Screening　Venture Opportunities　187
　　QuickScreen　188
　　Venture Opportunity Screening Exercises (VOSE)　188
　Exercise 1: QuickScreen　189
　Venture Opportunity Screening Exercises　190
　　Exercise 2: Opportunity Concept and Strategy Statement　191
　　Exercise 3: The Venture Opportunity Profile　192
　　Exercise 4: Opportunity-Shaping Research and Exercise　196
　　Exercise 5: Customer Contact Research and Exercise　202
　　Exercise 6: Mining the Value Chain—Defining the “White Space”　205
　　Exercise 7: Economics of the Business—How Do You Make Money in the White Space?　209
　　Exercise 8: Capital and Harvest—How Will You Realize Dollars from the Venture?　216
　　Exercise 9: Competitive Landscape—Your Strategy Analysis　218
　　Exercise 10: Founders Commitment　227
　　Exercise 11: Flaws, Assumptions, and Downside Consequences—Risk Reconsidered　229
　　Exercise 12: Action Steps—Setting a Week-by-Week Schedule　231
　　Exercise 13: Four Anchors Revisited　233
　Case: Globant 234

7　Opportunities for Social Entrepreneurship　245
　What Is Social Entrepreneurship?　245
　Types of Social Entrepreneurship　247
　　Social Purpose Ventures　247
　　Enterprising Nonprofits　247
　　Hybrid Models of Social Entrepreneurship　249
　The Timmons Model Interpreted for Social Entrepreneurship　250
　Wicked Problems and Opportunity Spaces　250
　Resources　252
　The Importance of the Brain Trust in Social Entrepreneurship　254
　Concluding Thoughts: Change Agent Now or Later?　255
　Chapter Summary　255
　Study Questions　255
　Internet Resources for Chapter 7　255
　Mind Stretchers　256
　Case: Northwest Community Ventures Fund　257

8　The Business Plan　269
　Why Do a Business Plan?　269
　When Is a Business Plan Not Needed?　270
　Developing the Business Plan　270
　　The Plan Is Obsolete at the Printer　271
　　Work in Progress—Bent Knees Required　271
　　The Plan Is Not the Business　271
　　Some Tips from the Trenches　272
　　How to Determine If Investors Can Add Value　273
　　The Dehydrated　Business Plan　274
　　Who Develops the Business Plan?　274
　A Closer Look at the What　274
　　The Relationship between Goals and Action　274
　　Segmenting and Integrating Information　275
　　Establishing Action Steps　275
　Preparing a Business Plan　275
　　A Complete Business Plan　275
　Chapter Summary　277
　Study Questions　278
　Internet Resources for Chapter 8　278
　Mind Stretchers　278
　Exercise 1: The Business Plan Guide　279
　Exercise 2: The Virtual Brain Trust　294
　Case: Newland Medical Technologies　296

PART III　The Founder and Team

9　The Entrepreneurial Leader and the Team　307
　The Entreprenurial Leader　307
　　People Know Leaders When They Experience Them　308
　The Importance of the Team　308
　　The Connection to Success　308
　Stages of Growth　309
　　A Theoretical View　309
　　Managing　for Rapid Growth　310
　　What Entrepreneurial Leaders Need to Know　313
　Competencies and Skills　315
　　Skills in Building Entrepreneurial Culture　316
　　Other Leadership Competencies　317
　Forming and Building Teams　319
　　Anchoring the Vision in Team Philosophy and Attitudes　319
　　A Process of Evolution　321
　　Filling the Gaps　322
　　Additional Considerations　324
　　Common Pitfalls　325
　Rewards and Incentives　326
　　Slicing the Founders Pie　326
　　An Approach to Rewards and Equity　327
　　Considerations of Value　328
　　Compensation and Incentives in High-Potential Ventures　328
　Chapter Summary　328
　Study Questions　329
　Internet Resources for Chapter 9　329
　Mind Stretchers　329
　Exercise 1: Leadership Skills and Know-How Assessment　330
　Exercise 2: Slicing the Equity Pie　341
　Case: Maclean Palmer　342

10 Ethical Decision Making and the Entrepreneur　355
　Overview of Ethics　356
　Ethical Stereotypes　356
　Should Ethics Be Taught?　357
　　Ethics Can and Should Be Taught　358
　　The Entrepreneurs Competitive Edge: The Art of Self-Assessment　358
　　The Usefulness of Academic Ethics　359
　　Foundations for Ethical Decision Making　360
　　Applying the Foundations　361
　　Integrity as Governing　Ethic　361
　　Entrepreneurs Perspectives　363
　　The Fog of War and Entrepreneurship: A Unique Context　363
　　Action under Pressure　364
　　Advise and Tips from the Trenches　364
　Thorny Issues for Entrepreneurs　365
　　Different Views　365
　　Problems of Law　365
　　Examples of the Ends-and-Means Issue　366
　　An Example of Integrity　366
　Chapter Summary　374
　Study Questions　374
　Internet Resources for Chapter 10　374
　Mind Stretchers　374
　Ethics Exercise　Revisited　374
　Exercise 1: Ethics　369
　Exercise 2: Ethical Decisions—What Would You Do?　373

PART IV　Financing Entrepreneurial Ventures

11　Resource Requirements　377
　The Entrepreneurial Approach to Resources　377
　Bootstrapping Strategies: Marshaling and Minimizing Resources　378
　　Building Your Brain Trust　378
　　Using Other Peoples Resources (OPR)　379
　Outside People Resources　380
　　Board of Directors　380
　　Alternatives to a Formal Board　383
　　Attorneys　383
　　Bankers and Other Lenders　385
　　Accountants　385
　　Consultants　386
　Financial Resources　388
　　Analyzing Financial Requirements　388
　Internet Impact: Resources　389
　　Fund-Raising for Nonprofits　389
　Chapter Summary　389
　Study Questions　389
　Internet Resources for Chapter 11　389
　Mind Stretchers　390
　Exercise 1: Build Your Brain Trust　390
　Exercise 2: How Entrepreneurs Turn Less into More　392
　Case: Quik Lube Franchise Corporation (QLFC)　393

12　Franchising　399
　Introduction　399
　Job Creation versus Wealth Creation　400
　Franchising: A History of Entrepreneurship　400
　Franchising: Assembling the Opportunity　401
　　Primary Target Audience　401
　Evaluating a Franchise: Initial Due Diligence　402
　Franchisor as the High-Potential Venture　404
　Key Components of a Franchise Offering　405
　　Service Delivery System　405
　　Training and Operational Support　406
　　Field Support　407
　　Marketing, Advertising, and Promotion　407
　　Supply　408
　Franchise Relationship Model　408
　Chapter Summary　410
　Study Questions　411
　Internet Resources for Chapter 12　411
　Mind Stretchers　411
　Case: Mike Bellobuono 412

13　Entrepreneurial Finance　423
　Venture Financing: The Entrepreneurs Achilles Heel　423
　　Financing Management Myopia: It Cant Happen to Me　424
　　Critical Financing Issues　425
　　Entrepreneurial Finance: The Owners Perspective　426
　Determining Capital Requirements　429
　　Financial Strategy Framework　429
　　Free Cash Flow: Burn Rate, OOC, and TTC　430
　Crafting Financial and Fund-Raising Strategies　431
　　Critical Variables　431
　　Financial Life Cycles　432
　Internet Impact: Opportunity　432
　　International Finance and Trade　432
　Chapter Summary　434
　Study Questions　434
　Internet Resources for Chapter 13　434
　Mind Stretchers　434
　Case: Midwest Lighting, Inc.　435

14　Obtaining Venture and Growth Capital　445
　The Capital Markets Food Chain　445
　Cover Your Equity　447
　Timing　447
　Angels and Informal Investors　448
　　Who They Are　448
　　Finding Informal Investors　448
　　Contacting Investors　449
　　Evaluation Process　449
　　The Decision　449
　Venture Capital: Gold Mines and Tar Pits　450
　What Is Venture Capital?　450
　The Venture Capital Industry　450
　　The Booming 1990s　451
　　Beyond the Crash of 2000: The Venture Capital Cycle Repeats Itself　454
　　The Sine Curve Lives Circa 2005　454
　Venture Capital Investing Is Global　455
　　Identifying Venture Capital Investors　457
　　Dealing with Venture Capitalists　459
　　Questions the Entrepreneur Can Ask　459
　　Due Diligence: A Two-Way Street　459
　Other Equity Sources　460
　　Small Business Administrations 7(a) Guaranteed　Business Loan Program　460
　　Small Business Investment Companies　460
　　Small Business Innovation Research　461
　　Corporate Venture Capital　461
　　Mezzanine Capital　461
　　Private Placements　462
　　Initial Public Stock Offerings　462
　　Private Placement after Going Public　465
　　Employee Stock Ownership Plans (ESOPs)　465
　Keeping Current about Capital Markets　465
　Chapter Summary　466
　Study Questions　466
　Internet Resources for Chapter 14　466
　Mind Stretchers　467
　Case: Forte Ventures　468

15　The Deal: Valuation, Structure, and Negotiation　483
　The Art and Craft of Valuation　483
　What Is a Company　Worth?　483
　　Determinants of Value　483
　　Long-Term Value Creation versus Quarterly Earnings　484
　　Psychological Factors Determining Value　484
　　A Theoretical Perspective　484
　　Investors Required Rate of Return (IRR) 484
　　Investors Required Share of Ownership　484
　The Theory of Company Pricing　485
　The Reality　486
　The Down Round or Cram-Down Circa 2002　487
　　Improved Valuations by 2005　487
　Valuation Methods　488
　　The Venture Capital Method　488
　　The Fundamental Method　488
　　The First Chicago Method　488
　　Ownership Dilution　489
　　Discounted Cash Flow　490
　　Other Rule-of-Thumb Valuation Methods　490
　Tar Pits Facing Entrepreneurs　490
　Staged Capital Commitments　491
　Structuring the Deal　492
　　What Is a Deal?　492
　　Understanding　the Bets 493
　　Some of the Lessons Learned: The Dog in the Suitcase　494
　Negotiations　494
　　What Is Negotiable?　494
　　The Specific Issues Entrepreneurs Typically Face　495
　　The Term Sheet　496
　Sand Traps　496
　　Strategic Circumference　496
　　Legal Circumference 496
　　Attraction to Status and Size　497
　　Unknown Territory　498
　　Opportunity Cost　498
　　Underestimation of Other Costs　499
　　Greed　499
　　Being Too Anxious　499
　　Impatience　499
　　Take-the-Money-and-Run Myopia　500
　Internet Impact: Resources　500
　　Real Estate Marketing and Sales　500
　Chapter Summary　500
　Study Questions　500
　Internet Resources for Chapter 15　501
　Wiki-Google Search　501
　Mind Stretchers　501
　Case: Lightwave Technology, Inc.　502

16　Obtaining Debt Capital　511
　2007: Subprime Loans Submerge Credit Markets　511
　A Cyclical Pattern: Shades of 1990–1993　512
　　A Word of Caution　512
　　The Lenders Perspective　512
　Sources of Debt Capital　512
　　Trade Credit　514
　　Commercial Bank Financing　514
　　Line of Credit Loans　515
　　Time-Sales Finance　515
　　Term Loans　516
　　Chattel Mortgages and Equipment Loans　516
　　Conditional Sales Contracts　516
　　Plant Improvement Loans　517
　　Commercial Finance Companies　517
　　Factoring　518
　　Leasing Companies　518
　Before the Loan Decision　519
　　Approaching and Meeting the Banker　521
　　What the Banker Wants to Know　522
　The Lending Decision　524
　　Lending Criteria　524
　　Loan Restrictions　524
　　Covenants to Look For　524
　　Personal Guarantees and the Loan　525
　　Building a Relationship　525
　　The TLC of a Banker or Other Lender　526
　What to Do When the Bank Says No　526
　Tar Pits: Entrepreneurs Beware　526
　　Beware of Leverage: The ROE Mirage　526
　　IRS: Time Bomb for Personal Disaster　527
　　Neither a Borrower nor a Lender Be, But If You Must...　527
　Chapter Summary　528
　Study Questions　528
　Internet Resources for Chapter 16　528
　Wiki-Google Search　528
　Mind Stretchers　529
　Case: Bank Documents: “The Devil Is in the Details”　530

PART V　Startup and Beyond

17　Leading Rapid Growth, Crises, and Recovery　553
　Inventing New Organizational Paradigms　553
　　Entrepreneurial Leaders Are Not Administrators or Managers　554
　　Breakthrough Strategy: Babsons F.W. Olin Graduate School　554
　Leading Practices of High-Growth Companies　555
　Growing Up Big　555
　　Stages of Growth Revisited　555
　　Core Leadership Mode　556
　　The Problem in Rate of Growth　557
　　Chaos Happens　560
　When the Bloom Is Off the Rose　561
　　Getting Into Trouble—The Causes　561
　　Strategic Issues　561
　　Leadership Issues　562
　　Poor Planning, Financial/Accounting Systems, Practices, and Controls　562
　　Getting Out of Trouble　563
　　Predicting Trouble　563
　　Net-Liquid-Balance-to-Total-Assets Ratio　563
　　Nonquantative Signals　564
　The Gestation Period of Crisis　564
　　The Paradox of Optimism　564
　　The Bloom Is Off the Rose—Now What?　565
　　Decline in Organizational Morale　565
　The Threat of Bankruptcy　565
　　Voluntary Bankruptcy　566
　　Involuntary Bankruptcy　566
　　Bargaining Power　566
　Intervention　566
　　Diagnosis　567
　　The Turnaround Plan　568
　　Longer-Term Remedial Actions　570
　The Importance of Culture and Organizational Climate　571
　　Six Dimensions　571
　　Approaches to E-Leadership　572
　Entrepreneurial Leadership for the 21st Century: Three Breakthroughs　573
　　Ewing Marion Kauffman and Marion Labs　573
　　Jack Stack and Springfield Remanufacturing Corporation　573
　　Ralph Stayer and Johnsonville Sausage Company　574
　　The Chain of Greatness　574
　Internet Impact: Opportunity　576
　Consumer Power　576
　Chapter Summary　576
　Study Questions　576
　Internet Resources for Chapter 17　577
　Mind Stretchers　577
　Case: Telephony Translations, Inc. (A)　578

18　The Family as Entrepreneur　591
　Families, Entrepreneurship, and the Timmons Model　591
　Building Entrepreneurial Family Legacies　592
　　Large Company Family Legacies　592
　　Smaller and Midsized Family Legacies　593
　　The Family Contribution and Roles　595
　Frame One: The Mind-Set and Method for Family Enterprising　598
　　Enterprising Mind-Set and Methods　598
　　Creating the Dialogue for Congruence　600
　Frame Two: The Six Dimensions for Family Enterprising　602
　　Leadership Dimension: Does Your Leadership Create a Sense of Shared Urgency for Enterprising and Transgenerational Wealth Creation?　603
　　Relationship Dimension: Does Your Family Have the Relationship Capital to Sustain Their Transgenerational Commitments?　603
　　Vision Dimension: Does Your Family Have a Compelling Multigenerational Vision That Energizes People at Every Level?　604
　　Strategy Dimension: Does Your Family Have an International Strategy for Finding Their Competitive　Advantage as a Family?　604
　　Governance Dimension: Does Your Family Have Structures and Policies That Stimulate Change and Growth in the Family and Organization?　604
　　Performance Dimension: Does Your Performance Meet the Requirements for Transgenerational Entrepreneurship and Wealth Creation?　605
　Frame Three: The Familiness Advantage for Family Enterprising　605
　Conclusion　608
　Chapter Summary　608
　Study Questions　609
　Internet Resources for Chapter 18　609
　Mind Stretchers　610
　Exercises　610
　　Mind-Set Continuum　610
　　Methods Continuum　611
　　Family Enterprising　Model　612
　　Familiness f+ and f- Continuum...　612
　Case: Indulgence Spa Products　614
　Appendix A　622
　Appendix B　623

19　The Harvest and Beyond　627
　A Journey, Not a Destination　627
　Wealth in Families　628
　The Journey Can Be Addictive　628
　First Build a Great Company　628
　Create Harvest Options and Capture the Value　628
　A Harvest Goal: Value Realization　630
　Crafting a Harvest Strategy: Timing Is Vital　630
　Harvest Options　632
　　Capital Cow　632
　　Employee Stock Ownership Plan 632
　　Management Buyout　632
　　Merger, Acquisition, and Strategic Alliance　633
　　Outright Sale　633
　　Public Offering　633
　　Wealth-Building Vehicles　635
　Beyond the Harvest　635
　The Road Ahead: Devise a Personal Entrepreneurial Strategy　636
　　Goals Matter—A Lot!　636
　　Values and Principles Matter— A Lot!　636
　Seven Secrets of Success　636
　Chapter Summary　637
　Study Questions　637
　Internet Resources for Chapter 19　637
　Books of Interest　637
　Mind Stretchers　637
　Exercise: Wisdom from the Harvest　638
　Case: Optitech　640

Index　651

杰弗里·蒂蒙斯，创业教育之父，世界上首位创业学博士；哈佛大学商学院工商管理硕士、工商管理博士。1989年受聘于哈佛大学，哈佛商学院十佳教授之一。《成功》杂志在一篇人物特写中称他为“美国在创业学方面具实力的两大智慧人物之一”。业界公认蒂蒙斯“在推动创业学教育方面，比美国任何一个教育家所做的工作都要多。”2007年，蒂蒙斯被福布斯小企业榜评为美国优秀的创业学教育家之一。1985年，他设计并发起了普莱兹-百森商学院伙伴项目，该项目“让创业学领域发生了天翻地覆的变化”，并赢得了两项大奖。他的这本《创业学》被《INC.》《成功》《华尔街日报》评为创业学的经典之作，1996年和1998年，《INC.》把此书列为创业者“必读”的8本书之一。

小斯蒂芬·斯皮内利，费城大学校长；前百森商学院创业学与全球管理副教务长，阿瑟·布兰克创业中心主任，创业学部主席，创业学保罗·百森讲席教授。麦克丹尼尔学院学士；百森商学研究生院工商管理硕士；伦敦大学帝国理工学院经济学博士。

《创业学：21世纪的创业精神》初版于1974 年，至2009 年已修订到第8 版。在这36 年里， 蒂蒙斯的 《创业学》被公认为之作， 《INC.》 《成功》杂志及《华尔街日报》一致将其列为创业学“经典著作”。著名的“蒂蒙斯创业模型”正出自本书。令人惋惜的是，蒂蒙斯对本书作了最后一次修订，于2008 年4 月8 日不幸去世。因此，这本《创业学》第8 版也就成了这位创业学大师的绝笔。

★“……创业者必读八本书之一”
——《INC.》杂志，1996,1998

《创业学：21世纪的创业精神(第8版，英文版)》初版于1974年，第8版于2009 年出版。在这36年里，蒂蒙斯的《创业学》被公认为权威之作，《INC.》《成功》杂志及《华尔街日报》一致将其列为创业学“经典著作”。著名的“蒂蒙斯创业模型”正出自本书。令人惋惜的是，蒂蒙斯对本书作了最后一次修订，于2008年4月8日不幸去世。因此，这本《创业学》第8版也就成了这位创业学大师的绝笔。
与以往几版一样，《创业学：21世纪的创业精神(第8版，英文版)》的构思与行文将关注点集中在创造新知识、新方法和新观念上，目的是引导学生去发现创业理念以及用来捕捉不同创业机会所必需的能力水平、专门知识、经验、态度、资源、网络，这一切都通过一套实用的方法来实现。《创业学：21世纪的创业精神(第8版，英文版)》分为五编19章。前四编详细介绍了创业过程的驱动力量：商机识别、商业计划、创始人和创始团队以及资源需求；第五编讨论了企业获得成功的战略、如何管理快速发展中的企业、家族创业者以及企业的收获退出等事宜。
《创业学：21世纪的创业精神(第8版，英文版)》可作为MBA、管理专业或非管理专业的本科生、硕士生创业学课程的教材，也可作为实践中的创业者的行动手册。

杰弗里·蒂蒙斯、小斯蒂芬·斯皮内利编著的《创业学--21世纪的创业精神(第8版英文版)(精)》的构思与行文将关注点集中在创造新知识、新方法和新观念上，目的是引导学生去发现创业理念以及用来捕捉不同创业机会所必需的能力水平、专门知识、经验、态度、资源、网络，这一切都通过一套实用的方法来实现。本书分为五编19章。前四编详细介绍了创业过程的驱动力量：商机识别、商业计划、创始人和创始团队以及资源需求；第五编讨论了企业获得成功的战略、如何管理快速发展中的企业、家族创业者以及企业的收获退出等事宜。