<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Dimitri Schuurman</style></author><author><style face="normal" font="default" size="100%">Sonja M. Protic</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Living Labs versus Lean Startups: An Empirical Investigation</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">entrepreneurs</style></keyword><keyword><style  face="normal" font="default" size="100%">impact</style></keyword><keyword><style  face="normal" font="default" size="100%">Innovation management</style></keyword><keyword><style  face="normal" font="default" size="100%">lean startup</style></keyword><keyword><style  face="normal" font="default" size="100%">Living lab</style></keyword><keyword><style  face="normal" font="default" size="100%">Open innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">testing</style></keyword><keyword><style  face="normal" font="default" size="100%">user innovation</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">12/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://timreview.ca/article/1201</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">7-16</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Although we seem to be living in an era where founding a startup has never been easier, studies point to the high mortality rates of these organizations. This “startup hype” has also induced many practitioner-based innovation management approaches that lack empirical studies and validation. Moreover, a lot of these approaches have rather similar angles, but use different wordings. Therefore, in this article, we look into two of these “hyped” concepts: the lean startup and living labs. We review the academic studies on these topics and explore a sample of 86 entrepreneurial projects based on project characteristics and outcomes. Our main finding is that the two approaches appear to be complementary. Living labs are powerful instruments to implement the principles of the lean startup, as the real-life testing and multi-disciplinary approach of living labs seem to generate more actionable outcomes. However, living labs also require the flexibility of a startup – ideally a lean one – to actually deliver this promise. Thus, rather than picking a winner in this comparison, we argue that combining the concepts’ different strengths can bring clear benefits.</style></abstract><issue><style face="normal" font="default" size="100%">12</style></issue><custom1><style face="normal" font="default" size="100%">imec.livinglabs
Dimitri Schuurman is the Team Lead of the Business Model and User Research Team at imec.livinglabs. He holds a PhD and a Master’s degree in Communication Sciences from Ghent University in Belgium. Together with his imec colleagues, Dimitri developed a specific living lab offering targeted at entrepreneurs in which he has managed over 100 innovation projects. He is also active in the International Society for Professional Innovation Management (ISPIM) and in the European Network of Living Labs (ENoLL) as a living labs specialist. His main interests and research topics are situated in the domains of open innovation, user innovation, and innovation management.</style></custom1><custom2><style face="normal" font="default" size="100%">University of Natural Resources and Life Sciences, Vienna
Sonja M. Protic is a Researcher at the Institute of Production and Logistics at the University of Natural Resources and Life Sciences in Vienna. She finished her Master’s studies in Environmental Science and her Bachelor studies in Business Administration. She has several years of work experience in national and European research projects and in international project development for a multilateral organization. Her research interests include sustainable freight transport, innovation management, and living labs. She is enrolled as a doctoral student, writing her doctoral thesis in the field of innovation systems at multimodal inland terminals.</style></custom2></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Mackenzie Adams</style></author><author><style face="normal" font="default" size="100%">Maged Makramalla</style></author><author><style face="normal" font="default" size="100%">Walter Miron</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Down the Rabbit Hole: How Structural Holes in Entrepreneurs' Social Networks Impact Early Venture Growth</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">entrepreneurs</style></keyword><keyword><style  face="normal" font="default" size="100%">institutional order</style></keyword><keyword><style  face="normal" font="default" size="100%">social networks</style></keyword><keyword><style  face="normal" font="default" size="100%">structural holes</style></keyword><keyword><style  face="normal" font="default" size="100%">venture growth</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">09/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/828</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">4</style></volume><pages><style face="normal" font="default" size="100%">19-27</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Social networks play a significant role in the success of new entrepreneurial ventures. They provide an accumulation of tangible and intangible resources that are linked to entrepreneurial outcomes such as growth and innovation. The structure of social networks, specifically, has been linked to these outcomes; structural holes in social networks have shown an association with entrepreneurial success. Entrepreneurs who have many structural holes in their networks are thought to benefit from a rich source of divergent information.

This article examines the complex nature of the relationships among social networks, formal institutions, and the outcomes of new ventures. It also explores the effects of a social network’s structural holes on growth in the early years of a venture’s development. We propose that structural holes of a social network, through a mediating role of institutional polycentrism, play an important role in the growth and profitability of a new venture as well as potential threats of exploitation. We then provide recommendations based on the reviewed literature for entrepreneurs and managers of formal institutions. </style></abstract><issue><style face="normal" font="default" size="100%">9</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University
Mackenzie Adams is a serial entrepreneur, a Senior Technical Communicator in the Oil and Gas industry, and a graduate student in the Technology Innovation Management (TIM) program at Carleton University in Ottawa, Canada. She is also a Principal at THINQ I/O, a consulting company. Over the past 15 years, Mackenzie has worked in a variety of fields ranging from social work to accounting and has used those experiences to develop strong strategic and analytical skills. She is interested in the fields of artificial intelligence and quantum computing, and how they relate to cybersecurity. </style></custom1><custom2><style face="normal" font="default" size="100%">Carleton University
Maged Makramalla is a current graduate student in the Technology Innovation Management (TIM) program at Carleton University in Ottawa, Canada. He holds a Bachelor of Science degree in Mechatronics Engineering from the German University in Cairo, Egypt. For three years, he has been working as Manager of the Sales and Marketing Department of TREND, a trading and engineering company based in Cairo. His primary research interest lies in the improvement of educational techniques by introducing experiential learning into the regular curriculum while promoting gamification of educational methods.</style></custom2><custom3><style face="normal" font="default" size="100%">Carleton University
Walter Miron is a Director of Technology Strategy at TELUS Communications, where he is responsible for the evolution of their TCP/IP and optical networks. He has over 20 years of experience in enterprise and service provider networking conducting technology selection and service development projects. Walter is a member of the research program committee of the SAVI project, the Heavy Reading Global Ethernet Executive Council, and the ATOPs SDN/nFV Working Group. He is also Chair of the Venus Cybersecurity Corporation and a board member of the Centre of Excellence for Next Generation Networking (CENGN) in Ottawa, Canada. Walter is currently a graduate student in the Technology Innovation Management (TIM) program at Carleton University in Ottawa, Canada.</style></custom3></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Derek Smith</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Leveraging Old Intellectual Property to Accelerate Technology Entrepreneurship</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">accelerated startup</style></keyword><keyword><style  face="normal" font="default" size="100%">business models</style></keyword><keyword><style  face="normal" font="default" size="100%">copyright</style></keyword><keyword><style  face="normal" font="default" size="100%">crowdfunding</style></keyword><keyword><style  face="normal" font="default" size="100%">due diligence</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurs</style></keyword><keyword><style  face="normal" font="default" size="100%">funding</style></keyword><keyword><style  face="normal" font="default" size="100%">intellectual property</style></keyword><keyword><style  face="normal" font="default" size="100%">old technology</style></keyword><keyword><style  face="normal" font="default" size="100%">product development clearance</style></keyword><keyword><style  face="normal" font="default" size="100%">trademark</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2013</style></year><pub-dates><date><style  face="normal" font="default" size="100%">06/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/693</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">3</style></volume><pages><style face="normal" font="default" size="100%">21-27</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Acquiring or licensing assets to older technologies, including surviving intellectual property rights, is an often-overlooked viable strategy for accelerating technology entrepreneurship. This strategy can help entrepreneurs short-cut the growth of a customer base, reduce development effort, and shorten the time to market with a minimum viable product. However, this strategy is not without risk; entrepreneurs need to be careful that the acquired intellectual property rights are not fraught with issues that could severely outweigh any perceived value. Proper investigation is required to ensure success because the current literature fails to provide tools that an entrepreneur can apply when considering the acquisition of intellectual property. 

This article includes a case study of a technology company – Piranha Games – that indirectly acquired sole and exclusive access to a substantial historical customer base by acquiring and licensing older technology and surviving intellectual property assets. The founders then leveraged the existing product brand and its historical customers to acquire significant funding and went global with a minimum viable product in three years. The copyright and trademark assets provided value on day one to Piranha Games by making it difficult and risky for others to exploit the technology. Based on this case study, this article offers recommendations to entrepreneurs who may benefit from acquiring old intellectual property to accelerate the growth of their startups.</style></abstract><issue><style face="normal" font="default" size="100%">6</style></issue><custom1><style face="normal" font="default" size="100%">Magneto Innovention Management
Derek Smith is the founder and principal of Magneto Innovention Management, an intellectual property consulting firm that assists entrepreneurs and small businesses to navigate and grow their international patent portfolios. He has over 20 years of experience working as an intellectual property management consultant and patent agent for IBM Canada, Bell Canada and, most recently, Husky Injection Molding Systems where he was Director, Global Intellectual Property. Prior to entering the field of intellectual property, he was an advisory engineer at IBM Canada where he was involved in a variety of leading-edge software development projects. Derek is currently a graduate student in the Technology Innovation Management (TIM) program at Carleton University in Ottawa, Canada. He also holds a BEng degree in Systems and Computer Engineering from Carleton University and is a registered patent agent in both Canada and the United States.</style></custom1></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Derek Smith</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Navigating Risk When Entering and Participating in a Business Ecosystem</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">business ecosystem</style></keyword><keyword><style  face="normal" font="default" size="100%">due diligence</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurs</style></keyword><keyword><style  face="normal" font="default" size="100%">literature review</style></keyword><keyword><style  face="normal" font="default" size="100%">mitigation</style></keyword><keyword><style  face="normal" font="default" size="100%">risk</style></keyword><keyword><style  face="normal" font="default" size="100%">risk identification</style></keyword><keyword><style  face="normal" font="default" size="100%">startups</style></keyword><keyword><style  face="normal" font="default" size="100%">threat management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2013</style></year><pub-dates><date><style  face="normal" font="default" size="100%">05/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/685</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">3</style></volume><pages><style face="normal" font="default" size="100%">25-33</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Entrepreneurs typically have limited resources during the start-up phase of a business. Business ecosystems are a strategy for entrepreneurs to access and exchange many different aspects of value, resources, and benefits. However, there may be business risks for entering a particular type of ecosystem, and further risks may be encountered after entering and participating in a business ecosystem. These risks are significant and can inhibit a startup's growth. In this article, the literature on business ecosystems is reviewed as it relates to risk to discover insights of relevance to entrepreneurs, top management teams, and business-ecosystem operators. First, the published research is organized into two streams: i) risks relating to categories of business ecosystems, and ii) risks relating to participating in business ecosystems. Then, the problem is abstracted to develop a potential strategy for managing these risks, which features a pre-entry inspection followed by real-time resource management. Finally, five recommendations are offered for entrepreneurs seeking to enter and participate in business ecosystems.</style></abstract><issue><style face="normal" font="default" size="100%">5</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University 
Derek Smith is the founder and principal of Magneto Innovention Management, an intellectual property consulting firm that assists entrepreneurs and small businesses to navigate and grow their international patent portfolios. He has over 20 years of experience working as an intellectual property management consultant and patent agent for IBM Canada, Bell Canada and, most recently, Husky Injection Molding Systems where he was Director, Global Intellectual Property. Prior to entering the field of intellectual property, he was an advisory engineer at IBM Canada where he was involved in a variety of leading-edge software development projects. Derek is currently a graduate student in the Technology Innovation Management (TIM) program at Carleton University in Ottawa, Canada. He also holds a BEng degree in Systems and Computer Engineering from Carleton University and is a registered patent agent in both Canada and the United States.</style></custom1></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Chris McPhee</style></author><author><style face="normal" font="default" size="100%">Tony Bailetti</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Born Global (October 2012)</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">born global</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurs</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">export</style></keyword><keyword><style  face="normal" font="default" size="100%">globalization</style></keyword><keyword><style  face="normal" font="default" size="100%">internationalization</style></keyword><keyword><style  face="normal" font="default" size="100%">startups</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">10/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/613</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent FIrst Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">3-4</style></pages><issue><style face="normal" font="default" size="100%">10</style></issue><custom1><style face="normal" font="default" size="100%">Technology Innovation Management Review
Chris McPhee is Editor-in-Chief of the &lt;i&gt;Technology Innovation Management Review&lt;/i&gt;. Chris holds an MASc degree in Technology Innovation Management from Carleton University in Ottawa and BScH and MSc degrees in Biology from Queen's University in Kingston. He has over 15 years of management, design, and content-development experience in Canada and Scotland, primarily in the science, health, and education sectors. As an advisor and editor, he helps entrepreneurs, executives, and researchers develop and express their ideas.</style></custom1><custom2><style face="normal" font="default" size="100%">Carleton University
Tony Bailetti is an Associate Professor in the Sprott School of Business and the Department of Systems and Computer Engineering at Carleton University, Ottawa, Canada. Professor Bailetti is the Director of Carleton University's Technology Innovation Management (&lt;a href=&quot;http://carleton.ca/tim&quot;&gt;TIM&lt;/a&gt;) program. His research, teaching, and community contributions support technology entrepreneurship, regional economic development, and international co-innovation.</style></custom2></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Tony Bailetti</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Technology Entrepreneurship: Overview, Definition, and Distinctive Aspects</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">entrepreneurs</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurs</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">02/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/520</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">5-12</style></pages><abstract><style face="normal" font="default" size="100%">Technology entrepreneurship lies at the heart of many important debates, including those around launching and growing firms, regional economic development, selecting the appropriate stakeholders to take ideas to markets, and educating managers, engineers, and scientists. Unless a generally accepted definition of technology entrepreneurship is established, however, these debates lose their focus.

The purpose of this article is to identify the themes that dominate the technology entrepreneurship literature, provide a definition of technology entrepreneurship, and identify its distinguishing aspects relative to economics, entrepreneurship, and management. 

The author argues that technology entrepreneurship is an investment in a project that assembles and deploys specialized individuals and heterogeneous assets to create and capture value for the firm. What distinguishes technology entrepreneurship from other entrepreneurship types (e.g., social entrepreneurship, small business management, and self-employment) is the collaborative experimentation and production of new products, assets, and their attributes, which are intricately related to advances in scientific and technological knowledge and the firm’s asset ownership rights. 
</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University
Tony Bailetti is an Associate Professor in the Sprott School of Business and the Department of Systems and Computer Engineering at Carleton University, Ottawa, Canada. Professor Bailetti is the Director of Carleton University's Technology Innovation Management program. His research, teaching, and community contributions support technology entrepreneurship, regional economic development, and international co-innovation.</style></custom1></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Tony Bailetti</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">What Technology Startups Must Get Right to Globalize Early and Rapidly</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">born global</style></keyword><keyword><style  face="normal" font="default" size="100%">effectuation logic</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurs</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">global startups</style></keyword><keyword><style  face="normal" font="default" size="100%">globalization</style></keyword><keyword><style  face="normal" font="default" size="100%">gradual internationalization</style></keyword><keyword><style  face="normal" font="default" size="100%">internalization</style></keyword><keyword><style  face="normal" font="default" size="100%">international new ventures</style></keyword><keyword><style  face="normal" font="default" size="100%">internationalization</style></keyword><keyword><style  face="normal" font="default" size="100%">multinational</style></keyword><keyword><style  face="normal" font="default" size="100%">rapid internationalization</style></keyword><keyword><style  face="normal" font="default" size="100%">startups</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">10/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/614</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">5-16</style></pages><abstract><style face="normal" font="default" size="100%">Upon or shortly after inception, growth-oriented technology startups must operate in a market that is global. Management teams and investors of technology startups can benefit from approaches and models that can help them operate in a global market early and rapidly. How well a technology startup addresses the realities of globalization will determine its success. A better understanding of what management teams and investors of technology startups must get right to globalize their startups is needed. This article is an attempt to meet this need. 

In this article, lessons that have been extracted from six literature streams and from information on 21 startups founded in 12 countries are used to identify the six elements that a startup must get right to globalize early and rapidly. These six elements are: i) Problem scope, ii) Stakeholders’ commitments, iii) Collaborative entrepreneurship, iv) Relational capital, v) Legitimacy, and vi) Global capability. The main contribution of this article is that it throws the spotlight on the need to develop prescriptive rules and practitioner-oriented models that can help a technology startup operate globally from an early stage. </style></abstract><issue><style face="normal" font="default" size="100%">10</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University
Tony Bailetti is an Associate Professor in the Sprott School of Business and the Department of Systems and Computer Engineering at Carleton University, Ottawa, Canada. Professor Bailetti is the Director of Carleton University's Technology Innovation Management (&lt;a href&quot;http://carleton.ca/tim&quot;&gt;TIM&lt;/a&gt;) program. His research, teaching, and community contributions support technology entrepreneurship, regional economic development, and international co-innovation.</style></custom1></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Ian Gilbert</style></author><author><style face="normal" font="default" size="100%">Stephen Davies</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">A Sales Execution Strategy Guide for Technology Startups</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">entrepreneurs</style></keyword><keyword><style  face="normal" font="default" size="100%">sales</style></keyword><keyword><style  face="normal" font="default" size="100%">sales execution strategy</style></keyword><keyword><style  face="normal" font="default" size="100%">sales strategy</style></keyword><keyword><style  face="normal" font="default" size="100%">startups</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2011</style></year><pub-dates><date><style  face="normal" font="default" size="100%">10/2011</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/491</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">1</style></volume><pages><style face="normal" font="default" size="100%">32-36</style></pages><abstract><style face="normal" font="default" size="100%">The majority of startups fail to consider sales execution as part of their overall strategy. This article demonstrates how a sales execution strategy can help a company take a product or service to market more efficiently and effectively by focusing on the customers that are key to generating revenue. Combined with techniques for recruiting effectively and measuring sales outcomes, a sales execution strategy helps technology startups exceed growth aspirations and potentially reduce or even eliminate the requirement for external investment. 

In this article, we first describe the focus of assistance currently given to startups and the reasons why sales execution strategies are often overlooked. Next, we outline recommendations for developing, implementing, and supporting a sales execution strategy. Finally, we summarize the key points presented in the article. </style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><custom1><style face="normal" font="default" size="100%">Third Core Venture Expansion Partners
Ian Gilbert is Managing Partner of Third Core Venture Expansion Partners, a company that offers sales assistance, and builds and runs sales teams, for new and growing companies. He has been privileged to lead and contribute to sales operations at some of the world’s dominant technology organizations, including HP, Cable &amp; Wireless, CGI, Telus, Bell Canada, PTC, Tandberg, Nortel, and Avaya. Ian has used his corporate experiences to start and build successful companies in both Europe and Canada, and he has assisted many Canadian entrepreneurs in the creation, development, and eventual sale of their companies. He continues to work personally with entrepreneurs across Canada. </style></custom1><custom2><style face="normal" font="default" size="100%">Third Core Venture Expansion Partners
Stephen Davies is an associate with Third Core Venture Expansion Partners, where he helps to scale sales for a portfolio of companies by optimizing their operations. Stephen also leads a dual role in both business development and operations management in founder, virtual executive, and consulting roles. Focusing on technology, regulated industries, and the military, Stephen has worked with organizations such as ICAO, DND, Porter Airlines, MITEL, Nortel, NQI, CNSC, CAE, SAIC, and Lockheed Martin, as well as a number of technology startups. Stephen also lectures in entrepreneurship-related subjects at the Sprott School of Business at Carleton University.</style></custom2></record></records></xml>