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Article
Publication date: 22 July 2024

John F. McArdle, Alice J. de Koning and Arlinda Sherifi

This paper aims to discuss the effect of Canada’s regulatory framework on the strategies of entrepreneurial businesses during the first phase of legalization of the recreational…

Abstract

Purpose

This paper aims to discuss the effect of Canada’s regulatory framework on the strategies of entrepreneurial businesses during the first phase of legalization of the recreational cannabis industry. Decriminalization of cannabis required a host of regulatory changes at the federal, provincial and municipal levels. Each province developed legal markets independently, differentially impacting entrepreneurial strategies. This paper describes the value chain that emerged in the first phase of the nascent industry, focusing on the actions of the businesses.

Design/methodology/approach

The authors develop a qualitative narrative analysis using government publications, press articles (especially from the business press) and personal communications of industry insiders speaking in public settings. The paper includes four short case studies to illustrate the emerging value chain of the nascent industry.

Findings

The study’s findings highlight the effect of regulatory frameworks on entrepreneurial strategies. We find that public policies had a significant impact on entrepreneurs and startup strategies. Inter-jurisdictional differences limited expansion into different provinces, with implications for regional economic development. Achieving public policy goals was delayed as a result of regulatory challenges that impacted industry development.

Practical implications

The authors’ findings show enterprises may develop growth strategies that comply with regulations when participating in nascent industries, but they must cope with extra risks, capital costs and uncertainty. The analysis also illustrates the value of engaging in government-industry collaboration to improve emerging regulatory frameworks.

Originality/value

The originality of this research consists of the detailed description of the first phase of Canada’s legalized recreational cannabis industry and the insight gained into the dynamics of nascent industries.

Details

Journal of Entrepreneurship and Public Policy, vol. 13 no. 4
Type: Research Article
ISSN: 2045-2101

Keywords

Case study
Publication date: 12 November 2018

Charles Krusekopf, Alice de Koning and Rebecca Frances Wilson-Mah

After three years in business together, Des Carpenter and Kees Schaddelee had a decision to make – should they double the size of their location, based on the opportunities and…

Abstract

Synopsis

After three years in business together, Des Carpenter and Kees Schaddelee had a decision to make – should they double the size of their location, based on the opportunities and competitive threats they perceived? The startup phase took longer than expected and access to distribution channels was more difficult than expected. Nonetheless, the business gained traction with online sales that proved the concept of custom-made counters using EnvironiteTM technology was viable. As they prepared to expand the business, the owner-managers needed to decide on a growth strategy that would let them leverage their strengths. In analyzing their successes so far, they needed to evaluate their business model including their product line, target markets, marketing strategy (including the pricing strategy, product lines, and channels of distribution) and operations.

Research methodology

Data were collected through interviews with business owners and a review of company documents, production processes and the company website.

Relevant courses and levels

This case exercise will suit strategy and entrepreneurship students at both the senior undergraduate level and graduate level. The case discussion will ask students to consider operations, supply chain management, marketing and other issues, all through the lens of a holistic vision for the company. This case may be taught as an example of a growth strategy or a business model in a capstone business strategy course or higher level entrepreneurship course. It is appropriate for both undergraduate seniors and graduate students.

Theoretical bases

This case may be taught as an example of a growth strategy or a business model in a capstone business strategy course or higher-level entrepreneurship course. The case may be used to help students understand external and internal analysis, identifying the sources of value creation and competitive advantage, and creating an appropriate strategy for growth. It provides a rich context to discuss and apply the following conceptual tools: the application of a value chain analysis and the application of a business model canvas (key partners, key activities, key resources, value propositions, customer relationships, distribution channels, customer segments, cost structure and revenue streams). The case may also be used to reinforce the applications of growth phases in a young firm that are part of the entrepreneurial setting, for example, value proposition, ideal customer, revenue streams and key performance indicators.

Details

The CASE Journal, vol. 14 no. 6
Type: Case Study
ISSN: 1544-9106

Keywords

Abstract

Details

The CASE Journal, vol. 9 no. 1
Type: Case Study
ISSN: 1544-9106

Book part
Publication date: 12 September 2003

Alice de Koning

Over the last ten years, researchers have increasingly focused on the pursuit of opportunity as one of the central acts of entrepreneurship. This chapter proposes a model of…

Abstract

Over the last ten years, researchers have increasingly focused on the pursuit of opportunity as one of the central acts of entrepreneurship. This chapter proposes a model of opportunity recognition which emphasizes the process through which entrepreneurs interact with their social contexts to develop opportunities, that is, to develop and shape ideas into attractive opportunities. The central research question is “how does an individual use his or her social context to recognize opportunity?” The question can be re-phrased in two parts, highlighting the two sides of the influence process. First, how do the people around the individual affect both the entrepreneurial thinking process and the opportunity ideas? And second, how does the individual structure his or her social context and use the people surrounding him or her for recognizing and pursuing opportunities?

Details

Cognitive Approaches to Entrepreneurship Research
Type: Book
ISBN: 978-1-84950-236-8

Book part
Publication date: 23 September 2005

Jifeng Yu, Alice de Koning and Benjamin M. Oviatt

Accelerated internationalization occurs when a firm engages in international business early in its life cycle or when it builds international business experience with great speed…

Abstract

Accelerated internationalization occurs when a firm engages in international business early in its life cycle or when it builds international business experience with great speed, perhaps incorporating international activities in more parts of the firm's value chain than has occurred historically. Such acceleration seems to have been occurring since the late 1980s, and evidence indicates that it is not a temporary or abnormal phenomenon (Organisation for Economic co-operation and development (OECD), 1997). Many firms around the world experienced an era of accelerated internationalization in the 1990s (OECD, 1997) and many are continuing to do so.

Details

International Entrepreneurship
Type: Book
ISBN: 978-0-76231-227-6

Book part
Publication date: 12 September 2003

Abstract

Details

Cognitive Approaches to Entrepreneurship Research
Type: Book
ISBN: 978-1-84950-236-8

Book part
Publication date: 12 September 2003

Abstract

Details

Cognitive Approaches to Entrepreneurship Research
Type: Book
ISBN: 978-1-84950-236-8

Book part
Publication date: 12 September 2003

Jerome A. Katz and Dean A. Shepherd

Cognition has always been central to the popular way of thinking about entrepreneurship. Entrepreneurs imagine a different future. They envision or discover new products or…

Abstract

Cognition has always been central to the popular way of thinking about entrepreneurship. Entrepreneurs imagine a different future. They envision or discover new products or services. They perceive or recognize opportunities. They assess risk, and figure out how to profit from it. They identify possible new combinations of resources. Common to all of these is the individual’s use of their perceptual and reasoning skills, what we call cognition, a term borrowed from the psychologists’ lexicon.

Details

Cognitive Approaches to Entrepreneurship Research
Type: Book
ISBN: 978-1-84950-236-8

Content available
Book part
Publication date: 23 September 2005

Abstract

Details

International Entrepreneurship
Type: Book
ISBN: 978-0-76231-227-6

Book part
Publication date: 23 September 2005

Abstract

Details

International Entrepreneurship
Type: Book
ISBN: 978-0-76231-227-6

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