Technology Ventures: From Idea to Enterprise 5th Edition, (Ebook PDF) Visit to download the full and correct content document: https://ebookmass.com/product/technology-ventures-from-idea-to-enterprise-5th-editi on-ebook-pdf/ TECHNOLOGY VENTURES FROM IDE A TO ENTERPRISE F I F TH EDITION THOMAS H. BYERS RICHARD C. DORF ANDREW J. NELSON ABOUT THE AUTHORS Thomas H. Byers is professor of management science and engineering at ­ tanford University and the founding faculty director of the Stanford TechnolS ogy Ventures Program, which is dedicated to accelerating technology entrepreneurship education around the globe. He is the first person to hold the Entrepreneurship Professorship endowed chair in the School of Engineering at Stanford. He also is a Bass University Fellow in Undergraduate Education. He was a principal investigator and the director of the NSF’s Engineering Pathways to Innovation Center (Epicenter), which aimed to spread entrepreneurship and innovation education across all undergraduate schools. After receiving his B.S., MBA, and Ph.D. from the University of California, Berkeley, Dr. Byers held leadership positions in technology ventures including Symantec Corporation. His teaching awards include Stanford University’s highest honor (Gores Award) and the Gordon Prize from the National Academy of Engineering. Richard C. Dorf is professor emeritus of electrical and computer engineering and professor of management at the University of California, Davis. He is a Fellow of the American Society for Engineering Education (ASEE) in recognition of his outstanding contributions to the society, as well as a Fellow of the Institute of Electrical and Electronic Engineering (IEEE). The best-selling author of Introduction to Electric Circuits (9th ed.), Modern Control Systems (13th ed.), Handbook of Electrical Engineering (4th ed.), Handbook of Engineering (2nd ed.), and Handbook of Technology Management, Dr. Dorf is cofounder of seven technology firms. Andrew J. Nelson is associate professor of management and associate vice president for entrepreneurship and innovation at the University of Oregon. He also serves as academic director of the university’s Lundquist Center for Entrepreneurship. Dr. Nelson holds a Ph.D. and a B.A. from Stanford University, and an M.Sc. from Oxford University. Well known for his research on the emergence of new technologies, Dr. Nelson serves on the editorial boards of several leading journals and has received numerous academic awards, including recognition from the Kauffman Foundation, the Academy of Management, and INFORMS. At the University of Oregon, he is the only tenured faculty member to have received the undergraduate business, MBA and executive MBA teaching excellence awards multiple times each. Courtesy of Thomas H. Byers Courtesy of Richard C. Dorf Courtesy of Andrew J. Nelson vii BRIEF CONTENTS Foreword xv Preface xvii PART I V E N T U R E O P P O R T U N I T Y A N D S T R A T E G Y 1 The Role and Promise of Entrepreneurship 2 Opportunities 3 23 3 Vision and the Business Model 4 Competitive Strategy 51 67 5 Innovation Strategies 99 II PART C O N C E P T D E V E L O P M E N T A N D V E N T U R E FORMATION 6 The Business Story and Plan 7 Risk and Return 121 139 8 Creativity and Product Development 9 Marketing and Sales 10 Types of Ventures 163 183 211 III PART I N T E L L E C T U A L P R O P E R T Y, O R G A N I Z A T I O N S, A N D O P E R A T I O N S 11 Intellectual Property 241 12 The New Enterprise Organization 255 13 Acquiring and Organizing Resources 14 Management of Operations 287 305 15 Acquisitions and Global Expansion 325 ix x Brief Contents IV PART F I N A N C I N G A N D L E A D I N G T H E ENTERPRISE 16 Profit and Harvest 345 17 The Financial Plan 365 18 Sources of Capital 389 19 Deal Presentations and Negotiations 20 Leading Ventures to Success References 467 Appendices 487 Glossary 535 Index 544 445 433 CONTENTS Foreword xv Preface xvii I PART VENTURE OPPORTUNITY AND STRATEGY 1 Chapter 1 The Role and Promise of Entrepreneurship­ 3 1.1 1.2 1.3 1.4 1.5 1.6 1.7 Entrepreneurship in Context 4 Economics, Capital, and the Firm 7 Creative Destruction 11 Innovation and Technology 13 The Technology Entrepreneur 15 Spotlight on Facebook 20 Summary 21 Chapter 2 Opportunities­ 23 2.1 2.2 2.3 2.4 2.5 2.6 2.7 Types of Opportunities 24 Market Engagement and Design Thinking 29 Types and Sources of Innovation 34 Trends and Convergence 37 Opportunity Evaluation 40 Spotlight on Airbnb 46 Summary 47 Chapter 3 Vision and the Business Model­ 51 3.1 3.2 3.3 3.4 3.5 3.6 3.7 The Vision 52 The Mission Statement 53 The Value Proposition 54 The Business Model 57 Business Model Innovation in Challenging Markets 62 Spotlight on Spotify 64 Summary 64 Chapter 4 Competitive Strategy 67 Venture Strategy 68 Core Competencies 71 The Industry and Context for a Firm 72 SWOT Analysis 76 Barriers to Entry 78 Achieving a Sustainable Competitive Advantage 79 4.7 Alliances 84 4.8 Matching Tactics to Markets 88 4.9 The Socially Responsible Firm 91 4.10 Spotlight on Uber 95 4.11 Summary 95 4.1 4.2 4.3 4.4 4.5 4.6 Chapter 5 Innovation Strategies 99 5.1 5.2 First Movers versus Followers Imitation 105 100 xi xii Contents 5.3 5.4 5.5 5.6 Technology and Innovation Strategy 106 New Technology Ventures 111 Spotlight on Alphabet 115 Summary 115 II PART CONCEPT DEVELOPMENT AND VENTURE FORMATION 119 Chapter 6 The Business Story and Plan 121 6.1 6.2 6.3 6.4 6.5 6.6 6.7 Creating a New Business 122 The Concept Summary and Story 123 The Business Plan 127 The Elevator Pitch 130 An Annotated Table of Contents 131 Spotlight on Amazon 135 Summary 135 Chapter 7 Risk and Return 139 7.1 7.2 7.3 7.4 7.5 7.6 7.7 Risk and Uncertainty 140 Scale and Scope 148 Network Effects and Increasing Returns 152 Risk versus Return 157 Managing Risk 158 Spotlight on Dropbox 159 Summary 159 Chapter 8 Creativity and Product Development 163 8.1 8.2 Creativity and Invention 164 Product Design and Development 169 8.3 8.4 8.5 8.6 Product Prototypes 175 Scenarios 178 Spotlight on Teva Pharmaceuticals Summary 180 Chapter 9 Marketing and Sales 180 183 Marketing 184 Marketing Objectives and Customer Target Segments 185 9.3 Product and Offering Description 187 9.4 Brand Equity 189 9.5 Marketing Mix 190 9.6 Social Media and Marketing Analytics 195 9.7 Customer Relationship Management 197 9.8 Diffusion of Technology and Innovations 199 9.9 Crossing the Chasm 202 9.10 Personal Selling and the Sales Force 205 9.11 Spotlight on Snap Inc. 208 9.12 Summary 208 9.1 9.2 Chapter 10 Types of Ventures 211 10.1 Legal Form of the Firm 212 10.2 Independent versus Corporate Ventures 215 10.3 Nonprofit and Social Ventures 217 10.4 Corporate New Ventures 221 10.5 The Innovator’s Dilemma 226 10.6 Incentives for Corporate Entrepreneurs 227 10.7 Building and Managing Corporate Ventures 229 10.8 Spotlight on OpenAg 235 10.9 Summary 235 xiii Contents III PART INTELLECTUAL PROPERTY, ORGANIZATIONS, AND OPERATIONS 239 Chapter 11 Intellectual Property 241 11.1 11.2 11.3 11.4 11.5 11.6 11.7 11.8 Protecting Intellectual Property 242 Trade Secrets 243 Patents 244 Trademarks and Naming the Venture 247 Copyrights 249 Licensing and University Technology Transfer 249 Spotlight on Apple 251 Summary 251 13.3 13.4 13.5 13.6 13.7 13.8 Location and Cluster Dynamics 292 Vertical Integration and Outsourcing 295 Innovation and Virtual Organizations 298 Acquiring Technology and Knowledge 299 Spotlight on NVIDIA 301 Summary 302 Chapter 14 Management of Operations 305 14.1 14.2 14.3 14.4 14.5 14.6 14.7 The Value Chain 306 Processes and Operations Management 308 The Value Web 313 Digital Technologies and Operations 317 Strategic Control and Operations 319 Spotlight on Samsung 322 Summary 322 Chapter 12 The New Enterprise Organization 255 Chapter 15 Acquisitions and Global Expansion The New Enterprise Team 256 Organizational Design 260 Leadership 263 Management 267 Recruiting and Retention 269 Organizational Culture and Social Capital 272 12.7 Managing Knowledge Assets 277 12.8 Learning Organizations 279 12.9 Spotlight on Intuit 284 12.10 Summary 284 15.1 12.1 12.2 12.3 12.4 12.5 12.6 Chapter 13 Acquiring and Organizing Resources 287 13.1 13.2 Acquiring Resources and Capabilities 288 Influence and Persuasion 290 15.2 15.3 15.4 15.5 Acquisitions and the Quest for Synergy 326 Acquisitions as a Growth Strategy Global Business 333 Spotlight on Alibaba 339 Summary 339 IV PART FINANCING AND LEADING THE ENTERPRISE Chapter 16 Profit and Harvest 345 16.1 16.2 The Revenue Model 346 The Cost Model 347 325 328 343 xiv 16.3 16.4 16.5 16.6 16.7 16.8 Contents The Profit Model 348 Managing Revenue Growth 352 The Harvest Plan 359 Exit and Failure 361 Spotlight on Tencent 362 Summary 363 Chapter 17 The Financial Plan 365 17.1 17.2 17.3 17.4 17.5 17.6 17.7 17.8 17.9 17.10 17.11 Building a Financial Plan 366 Sales Projections 368 Costs Forecast 370 Income Statement 371 Cash Flow Statement 374 Balance Sheet 375 Results for a Pessimistic Growth Rate 375 Breakeven Analysis 378 Measures of Profitability 383 Spotlight on DeepMind 384 Summary 385 Chapter 18 Sources of Capital 389 Financing the New Venture 390 Venture Investments as Real Options 392 18.3 Sources and Types of Capital 395 18.4 Bootstrapping and Crowdfunding 398 18.5 Debt Financing and Grants 401 18.6 Angels 402 18.7 Venture Capital 404 18.8 Corporate Venture Capital 409 18.9 Valuation 411 18.10 Initial Public Offering 415 18.11 Spotlight on Tesla 429 18.12 Summary 429 18.1 18.2 Chapter 19 Deal Presentations and Negotiations 433 19.1 19.2 19.3 19.4 19.5 19.6 The Presentation 434 Critical Issues 436 Negotiations and Relationships Term Sheets 440 Spotlight on Circle 441 Summary 442 Chapter 20 Leading Ventures to Success 20.1 20.2 20.3 20.4 20.5 20.6 438 445 Execution 446 Stages of an Enterprise 449 The Adaptive Enterprise 456 Ethics 460 Spotlight on Netflix 464 Summary 464 References 467 Appendices A. Sample Business Model 487 Homepro Business Model 488 B. Cases 503 Method: Entrepreneurial Innovation, Health, Environment, and Sustainable Business Design 504 Method Products: Sustainability Innovation As Entrepreneurial Strategy 511 Biodiesel Incorporated 524 Barbara’s Options 528 Gusto: Scaling A Culture 532 Glossary Index 535 544 FOREWORD by John L. Hennessy, President Emeritus of Stanford University I am delighted to introduce this book on technology entrepreneurship by Professors Byers, Dorf, and Nelson. Technology and similar high-growth enterprises play a key role in the development of the global economy and offer many young entrepreneurs a chance to realize their dreams. Unfortunately, there have been few complete and analytical books on technology entrepreneurship. Professors Byers, Dorf, and Nelson bring years of experience in teaching and direct background as entrepreneurs to this book, and it shows. Their connections and involvement with start-ups—ranging from established companies like Facebook and Genentech to new ventures delivering their first products—add real-world insights and relevance. One of the most impressive aspects of this book is its broad coverage of the challenges involved in technology entrepreneurship. Part I talks about the core issues around deciding to pursue an entrepreneurial vision and the characteristics vital to success. Key topics include building and maintaining a competitive advantage and market timing. As recent history has shown, it is easy to lose sight of these principles. Although market trends in technology are ever shifting, entrepreneurs are rewarded when they maintain a consistent focus on having a sustainable advantage, creating a significant barrier to entry, and leading when both the market and the technology are ready. The material in these chapters will help entrepreneurs and investors respond in an informed and thoughtful manner. Part II examines the major strategic decisions with which every entrepreneur grapples: how to balance risk and return, what entrepreneurial structure to pursue, and how to develop innovative products and services for the right users and customers. It is not uncommon for start-ups led by a technologist to question the role of sales and marketing. Sometimes, you hear a remark like: “We have great technology and that will bring us customers; nothing else matters!” But without sales, there is no revenue, and without marketing, sales will be diminished. It is important to understand these vital aspects of any successful business. These are challenges faced by every company, and the leadership in any organization must regularly examine them. Part III discusses operational and organizational issues as well as the vital topic in technology-intensive enterprises of intellectual property. Similar matters of building the organization, thinking about acquisitions, and managing operations are also critical. If you fail to address them, it will not matter how good your technology is. Finally, Part IV talks about putting together a solid financial plan for the enterprise including exit and funding strategies. Such topics are crucial, and they are often the dominant topics of “how-to” books on entrepreneurship. While the xv xvi Foreword financing and the choice of investors are key, unless the challenges discussed in the preceding sections are overcome, it is unlikely that a new venture, even if well financed, will be successful. In looking through this book, my reaction was, “I wish I had read a book like this before I started my first company (MIPS Technologies in 1984).” Unfortunately, I had to learn much of this in real-time, often making mistakes on the first attempt. In my experience, the challenges discussed in the earlier sections are the real minefields. Yes, it is helpful to know how to negotiate a good deal and to structure the right mix of financing sources, especially so employees can retain as much equity as possible. However, if you fail to create a sustainable advantage or lack a solid sales and marketing plan, the employees’ equity will not be worth much. Those of us who work at Stanford and live near Silicon Valley are in the heartland of technology entrepreneurship. We see firsthand the tenacity and intelligence of some of the world’s most innovative entrepreneurs. With this book, many others will have the opportunity to tap into this experience. Exposure to the extensive and deep insights of Professors Byers, Dorf, and Nelson will help build tomorrow’s enterprises and business leaders. PREFACE E ntrepreneurship is a vital source of change in all facets of society, empowering individuals to seek opportunities where others see insurmountable problems. For the past century, entrepreneurs have created many great enterprises that subsequently led to job creation, improved productivity, increased prosperity, and a higher quality of life. Entrepreneurship is now playing a vital role in finding solutions to the huge challenges facing civilization, including health, communications, security, infrastructure, education, energy, and the environment. Many books have been written to help educate others about entrepreneurship. Our textbook was the first to thoroughly examine a global phenomenon known as “technology entrepreneurship.” Technology entrepreneurship is a style of business leadership that involves identifying high-potential, technology-intensive commercial opportunities, gathering resources such as talent and capital, and managing rapid growth and significant risks using principled decision-making skills. Technology ventures exploit breakthrough advancements in science and engineering to develop better products and services for customers. The leaders of technology ventures demonstrate focus, passion, and an unrelenting will to succeed. Why is technology so important? The technology sector represents a significant portion of the economy of every industrialized nation. In the United States, more than one-third of the gross national product and about half of private-sector spending on capital goods are related to technology. It is clear that national and global economic growth depends on the health and contributions of technology enterprises. Technology has also become ubiquitous in modern society. Note the proliferation of smartphones, personal computers, tablets, and the Internet in the past 25 years and their subsequent integration into everyday commerce and our personal lives. When we refer to “high-technology” ventures, we include information technology enterprises, biotechnology and medical businesses, energy and sustainability companies, and those service firms where technology is critical to their missions. At this time in the 21st century, many technologies show tremendous promise, including computational systems, Internet advancements, mobile communications platforms, networks and sensors, medical devices and biotechnology, artificial intelligence, robotics, 3D manufacturing, nanotechnology, and clean energy. The intersection of these technologies may indeed enable the most promising opportunities. The drive to understand technology venturing has frequently been associated with boom times. Certainly, the often-dramatic fluctuations of economic cycles can foster periods of extreme optimism as well as fear with respect to entrepreneurship. However, some of the most important technology companies have been founded during recessions (e.g., Intel, Cisco, and Amgen). This book’s principles endure regardless of the state of the economy. xvii xviii Preface APPROACH Just as entrepreneurs innovate by recombining existing ideas and concepts, we integrate the most valuable entrepreneurship and technology management theories from the world’s leading scholars to create a fresh look at entrepreneurship. We also provide an action-oriented approach to the subject through the use of examples, exercises, and lists. By striking a balance between theory and practice, our readers gain from both perspectives. Our comprehensive collection of concepts and applications provides the tools necessary for success in starting and growing a technology enterprise. Throughout the book, we use the term enterprise interchangeably with venture, business, startup, and firm. We show the critical differences between scientific ideas and true business opportunities for these organizations. Readers benefit from the book’s integrated set of cases, examples, business plans, and recommended sources for more information. We illustrate the book’s concepts with examples from the early stages of technology enterprises (e.g., Apple, Google, and Genentech) and traditional ones that execute technology-intensive strategies (e.g., FedEx and Wal-Mart). How did they develop enterprises that have had such positive impact, sustainable performance, and longevity? In fact, the book’s major principles are applicable to any growth-oriented, high-potential venture, including high-impact nonprofit enterprises such as Conservation International and the Gates Foundation. AUDIENCE This book is designed for students in colleges and universities, as well as others in industry and public service, who seek to learn the essentials of technology and high-growth entrepreneurship. No prerequisite knowledge is necessary, although an understanding of basic accounting principles will prove useful. Entrepreneurship was traditionally taught only to business majors. Because entrepreneurship education opportunities now span the entire campus, we wrote this book to be approachable by students of all majors and levels, including undergraduate, graduate, and executive education. Our primary focus is on science and engineering majors enrolled in entrepreneurship and innovation courses, but the book is also valuable to business students and others including the humanities and social sciences majors with a particular interest in high-impact ventures. Our courses at Stanford University, the University of Oregon, and the University of California, Davis, based on this textbook regularly attract students from majors as diverse as computer science, product design, political science, economics, pre-med, electrical engineering, history, biology, and business. Although the focus is on technology entrepreneurship, these students find this material applicable to the pursuit of a wide variety of endeavors. Entrepreneurship education is a wonderful way to teach universal leadership skills, which include being comfortable with constant change, contributing to an innovative team, and demonstrating passion in any effort. Anyone can learn entrepreneurial Preface thinking and leadership. We particularly encourage instructors to design courses in which the students form study teams early in the term and learn to work together effectively on group assignments. WHAT’S NEW Based upon feedback from readers and new developments in the field of highgrowth entrepreneurship, numerous enhancements appear in this fifth edition. The latest insights from leading scholarly journals, trade books, popular blogs and press have been incorporated. In particular, Chapter 18 has been improved significantly to reflect the latest developments in venture finance. Every example in the textbook has been reviewed with many updated to reflect up-and-coming, technologyintensive ventures in multiple industries and based around the world. The special Spotlight sections highlight 10 new companies that further illustrate key insights in that chapter. Video resources have been revised to reflect recent compelling seminars distributed through Stanford’s eCorner series. Cases in Appendix B have been updated, streamlined, and augmented with the addition of Gusto. FEATURES The book is organized in a modular format to allow for both systematic learning and random access of the material to suit the needs of any reader seeking to learn how to grow successful technology ventures. Readers focused on business plan and model development should consider placing a higher priority on Chapters 3, 6, 9, 11, 12, and 17–19. Regardless of the immediate learning goals, the book is a handy reference and companion tool for future use. We deploy the following wide variety of methods and features to achieve this goal, and we welcome feedback and comments. Principles and Chapter Previews—A set of 20 fundamental principles is developed and defined throughout the book. They are also compiled into one simple list following the Index. Each chapter opens with a key question and outlines its content and objectives. Examples and Exercises—Examples of cutting-edge technologies illustrate concepts in a shaded-box format. Information technology is chosen for many examples because students are familiar with its products and services. Exercises are offered at the end of each chapter to test comprehension of the concepts. Sequential Exercise and Spotlights—A special exercise called the “Venture Challenge” sequentially guides readers through a chapter-by-chapter formation of a new enterprise. At the end of each chapter’s narrative, a successful enterprise is profiled in a special “spotlight” section to highlight several key learnings. Business Plans—Methods and tools for the development of a business plan are gathered into one special chapter, which includes a thoroughly xix xx Preface TABLE P1 Overview of cases. Cases in appendix B Synopsis Issues Method A start-up contemplates a new product line Part I: Opportunities, vision and the business model, marketing and sales Method Products A product development effort runs into problems Part II: Innovation strategies, creativity, and product development Biodiesel Three founders consider an opportunity in the energy industry Part I: Opportunity identification and evaluation, business model Barbara’s Options A soon-to-be graduate weighs two job offers Part III and IV: Stock options, finance Gusto A founding team endeavors to scale their culture Part III and IV Culture, scaling issues annotated table of contents. A sample business model is provided in Appendix A. Links to additional business plans, models, and slide (pitch) decks are provided on the textbook’s websites. Cases—Five comprehensive cases are included in appendix B. A short description of each case is provided in Table P1. Additional cases from Harvard Business Publishing and The Case Centre are recommended on this textbook’s McGraw-Hill websites. Cases from previous editions that are no longer included are available on the textbook’s website. References and Glossary—References are indicated in brackets such as [Smith, 2001] and are listed as a complete set in the back of the book. This is followed by a comprehensive glossary. Chapter Sequence—The chapter sequence represents our best effort to organize the material in a format that can be used in various types of entrepreneurship courses. The chapters follow the four-part layout shown in Figure P1. Courses focused on creating business plans and models can reorder the chapters with and emphasis on Chapters 3, 6, 9, 11, 12, 17, 18, and 19. Video Clips—A collection of suggested videos from world-class entrepreneurs, investors, and teachers is listed at the end of each chapter and provided on this textbook’s websites. More free videos clips and podcasts are available at Stanford’s Entrepreneurship Corner website (see http://ecorner.stanford.edu). Websites and Social Networking—Please visit websites for this book at both McGraw-Hill Higher Education (http//www.mhhe.com/byersdorf) and Stanford University (http://techventures.stanford.edu) for supplemental information applicable to educators, students, and professionals. For example, complete syllabi for introductory courses on entrepreneurship are provided for instructors. xxi Preface Part I 1 The Role and Promise of Entrepreneurship 2 Opportunities 3 Vision and the Business Model Outcomes 4 Competitive Strategy 5 Innovation Strategies 9 Marketing and Sales 10 Types of Ventures Concept development and venture formation 14 Management of Operations 15 Acquisitions and Global Expansion Intellectual property, organizations, and operations 19 Deal Presentations and Negotiations 20 Leading Ventures to Success Venture opportunity and strategy Part II 6 The Business Story and Plan 7 Risk and Return 8 Creativity and Product Development Part III 11 Intellectual Property 12 The New Enterprise Organization 13 Acquiring and Organizing Resources Part IV 16 Profit and Harvest 17 The Financial Plan 18 Sources of Capital FIGURE P1 Chapter sequence. ACKNOWLEDGMENTS Many people have made this book possible. Our wonderful research assistants and special advisors affiliated with Stanford University were Kim Chang, Stephanie Glass, Liam Kinney, Trevor Loy, Emily Ma, and Rahul Singireddy. Our excellent editors at McGraw-Hill were Tina Bower and Tomm Scaife. We thank all of them for their insights and dedication. We also thank the McGraw-Hill production and marketing teams for their diligent efforts. Many other colleagues at Stanford University and the University of Oregon were helpful in numerous ways, including the Stanford students who kindly supplied their sample business model for Appendix A. We are indebted to them for all of their great ideas and support. Lastly, we remain grateful for the continued support of educators, students, and other readers around the globe. Thomas H. Byers, Stanford University, tbyers@stanford.edu Richard C. Dorf, University of California, Davis Andrew J. Nelson, University of Oregon, ajnelson@uoregon.edu Financing and leading the enterprise McGraw-Hill Connect® is a highly reliable, easy-touse homework and learning management solution that utilizes learning science and award-winning adaptive tools to improve student results. Homework and Adaptive Learning ▪ Connect’s assignments help students ▪ ▪ contextualize what they’ve learned through application, so they can better understand the material and think critically. Connect will create a personalized study path customized to individual student needs through SmartBook®. SmartBook helps students study more efficiently by delivering an interactive reading experience through adaptive highlighting and review. Over 7 billion questions have been answered, making McGraw-Hill Education products more intelligent, reliable, and precise. Quality Content and Learning Resources Using Connect improves retention rates by 19.8 percentage points, passing rates by 12.7 percentage points, and exam scores by 9.1 percentage points. 73% of instructors who use Connect require it; instructor satisfaction increases by 28% when Connect is required. ▪ Connect content is authored by the world’s best subject ▪ ▪ matter experts, and is available to your class through a simple and intuitive interface. The Connect eBook makes it easy for students to access their reading material on smartphones and tablets. They can study on the go and don’t need internet access to use the eBook as a reference, with full functionality. Multimedia content such as videos, simulations, and games drive student engagement and critical thinking skills. ©McGraw-Hill Education Robust Analytics and Reporting ▪ ▪ ▪ Connect Insight® generates easy-to-read reports on individual students, the class as a whole, and on specific assignments. The Connect Insight dashboard delivers data on performance, study behavior, and effort. Instructors can quickly identify students who struggle and focus on material that the class has yet to master. Connect automatically grades assignments and quizzes, providing easy-to-read reports on individual and class performance. ©Hero Images/Getty Images More students earn As and Bs when they use Connect. Trusted Service and Support ▪ ▪ ▪ Connect integrates with your LMS to provide single sign-on and automatic syncing of grades. Integration with Blackboard®, D2L®, and Canvas also provides automatic syncing of the course calendar and assignment-level linking. Connect offers comprehensive service, support, and training throughout every phase of your implementation. If you’re looking for some guidance on how to use Connect, or want to learn tips and tricks from super users, you can find tutorials as you work. Our Digital Faculty Consultants and Student Ambassadors offer insight into how to achieve the results you want with Connect. www.mheducation.com/connect The fifth edition is supplemented by two websites, collectively bringing students and instructors the most extensive resources available for technology and highgrowth entrepreneurship courses. Visitors to the Stanford-based website at http://techventures.stanford.edu can access the Video Resources featuring entrepreneurs, CEOs, investors, educators, and other thought leaders noted at the end of each chapter. McGraw-Hill Website www.mhhe.com/byersdorf Accessed with a password, the McGraw-Hill website for instructors features: ■ ■ ■ ■ xxiv Answers to end-of-chapter exercises Teaching notes for the cases in Appendix B Extensive sample syllabi based on the text Sample presentations from actual courses using the book P A R T I Venture Opportunity and Strategy E ntrepreneurs develop novel solutions to key challenges, fueling progress in societies worldwide. They use innovation and technology to foster positive impact and activity in all facets of life. Entrepreneurs identify, develop, and communicate the essence of an opportunity that has attractive potential to become a successful venture. They describe the valuable contributions of the venture, and they design a business model that can adapt to changing circumstances. The venture team creates a road map (strategy) that can, with good chance, effectively lead to the commercialization of the new product or service in the marketplace with a sustainable competitive advantage. ■ 1 C H A P T E R 1 The Role and Promise of Entrepreneurship Strive not to be a success, but rather to be of value. Albert Einstein CHAPTER OUTLINE 1.1 1.2 1.3 1.4 1.5 1.6 1.7 Entrepreneurship in Context Economics, Capital, and the Firm Creative Destruction Innovation and Technology The Technology Entrepreneur Spotlight on Facebook Summary What drives global entrepreneurship? E ntrepreneurs strive to make a difference in our world and to contribute to its betterment. They identify opportunities, mobilize resources, and relentlessly execute on their visions. In this chapter, we describe how entrepreneurs act to create new enterprises. We identify firms as key structures in the economy and the role of entrepreneurship as the engine of economic growth. New technologies form the basis of many important ventures where scientists and engineers combine their technical knowledge with sound business practices to foster innovation. Entrepreneurs are the critical people at the center of all of these activities. ■ 3 4 C H A P T E R 1 The Role and Promise of Entrepreneurship 1.1 Entrepreneurship in Context From environmental sustainability to security, from information management to health care, from transportation to communication, the opportunities for people to create a significant positive impact in today’s world are enormous. Entrepreneurs are people who identify and pursue solutions among problems, possibilities among needs, and opportunities among challenges. Entrepreneurship is more than the creation of a business and the wealth associated with it. It is the opportunity to create value and the willingness to take a risk to capitalize on that opportunity [Hagel, 2016]. Entrepreneurs can launch great and reputable firms that exhibit performance, leadership, and longevity. In Table 1.1, look at the examples of successful entrepreneurs and the enterprises they created. What contributions have these people and organizations made? TABLE 1.1 Selected entrepreneurs and the enterprises they started. Entrepreneur Enterprise(s) started Age of entrepreneur at time of start Year of start Mark Benioff Salesforce.com (USA) 35 1999 Jeff Bezos Amazon.com (USA) 31 1995 Sergey Brin Google (USA) 27 1998 Jack Dorsey Twitter, Square (USA) 30 2006 Rosalia Goyanechea Zara (Spain) 31 1975 Diane Greene VMWare (USA) 42 1998 Ma Huateng Tencent Inc. (China) 27 1998 Mo Ibrahim Celtel (Africa) 42 1998 Steve Jobs Apple (USA) 21 1976 Sandra Lerner Cisco (USA) 29 1984 Robin Li Baidu (China) 32 2000 Jack Ma Alibaba.com (China) 35 1999 Elon Musk X.com, SpaceX, Tesla, SolarCity (USA) 27 1999 Hasso Plattner SAP (Germany) 28 1972 Linda Rottenberg Endeavor (Chile, Argentina) 28 1997 Gil Shwed Check Point (Israel) 25 1993 Tulsi Tanti Suzlon Energy (India) 37 1995 Muhammed Yunus Grameen Bank (India) 36 1976 Nikalas Zennstrom Skype, Kazaa (Sweden) 37 2003 Mark Zuckerberg Facebook (USA) 20 2004 1 .1 Entrepreneurship in Context What organization would you add to the list? What organization do you wish you had created or been a part of during its formative years? What organization might you create in the future? Entrepreneurs seek to achieve a certain goal by starting an organization that will address the needs of society and the marketplace. They are prepared to respond to challenges, to overcome obstacles, and to build an enterprise. For an entrepreneur, a challenge is a call to respond to a difficult task and to make the commitment to undertake the required enterprise. Richard Branson, the creator of Virgin Group, reported [Garrett, 1992]: “Ever since I was a teenager, if something was a challenge, I did it and learned it. That’s what interests me about life—setting myself tests and trying to prove that I can do it.” Thus, entrepreneurs are resilient people who pounce on challenging problems, determined to find a solution. They combine important capabilities and skills with interests, passions, and commitment. In 2004, Elon Musk realized that environmental sustainability was not a priority for the car industry, and that legacy car manufacturers were reticent to make the investments necessary to develop electric cars. He founded Tesla with the mission to introduce a highperformance, mostly electric car. Musk raised financial capital by drawing on his connections in Silicon Valley to start a paid waiting list for the company’s first model, the Tesla Roadster. Tesla was late to deliver and, in 2007, Silicon Valley blog Valleywag named the Roadster its “#1 Tech Company Fail of the Year.” That negative media attention, combined with a declining economy that heavily impacted the automotive industry, caused many of Tesla’s investments to dry up. In 2008, Musk invested his own money into the company and pleaded with investors to match him. Tesla released the Roadster that year and subsequently raised another round of funding. In 2012, Tesla released the Model S sedan, which became the best-selling plug-in electric car of 2015. In 2018, Tesla released the Model 3, with a price comparable to that of other nonelectric sedans. Musk's ability to identify an opportunity within a challenge and resilience to push through adversity have allowed Tesla to make significant progress toward achieving sustainability, both environmentally and financially. Musk and other entrepreneurs identify the direction of needs in society and, drawing upon available knowledge and resources, respond with a plan for change. This typically involves recombining people, concepts, and technologies into an original solution. In the case of the Roadster, Tesla partnered with existing companies such as Lotus to leverage their knowledge of car design and powertrains, developed their own in-house technology where needed, and matched the final product to a network of Silicon Valley investors. Musk matched his passions and resources to capitalize on an opportunity. An opportunity is a favorable juncture of circumstances with a good chance for success or progress. Attractive opportunities combine good timing with realistic solutions that address important problems in favorable contexts. It is the job of the entrepreneur to locate new ideas, to determine whether they are actual opportunities, and, if so, to put them into action. Thus, entrepreneurship may be described as the nexus of enterprising individuals and promising opportunities 5 6 C H A P T E R 1 The Role and Promise of Entrepreneurship Attractive opportunity ∙ Timely ∙ Solvable ∙ Important ∙ Profitable ∙ Favorable context The sweet spot Interest, passions, and commitment ∙ Enjoys the tasks ∙ Enjoys the challenge ∙ Committed to do what is necessary Capabilities and skills ∙ Good at the needed tasks ∙ Willingness to learn FIGURE 1.1 Selecting the right opportunity by finding the sweet spot. [Shane and Venkataraman, 2000]. As illustrated in Figure 1.1, the “sweet spot” exists where an individual’s or team’s passions and capabilities intersect with an attractive opportunity. Entrepreneurship is not easy. Only about one-third of new ventures survive their first three years. As change agents, entrepreneurs must be willing to accept failure as a potential outcome of their venture. But, a person can learn to act as an entrepreneur, and can minimize the downside of failure, by trying the activity in a low-cost manner. After identifying a problem and a proposed solution, the first step is to recognize the hypotheses associated with an idea: What assumptions is the entrepreneur making when concluding that an identified problem is really a problem and that a proposed solution is good and realistic? Then, the entrepreneur can test these hypotheses by engaging with knowledgeable individuals, such as potential customers, employees, and partners. Through these small experiments, the entrepreneur not only develops contacts and mentors critical for executing upon an idea [Baer, 2012], but also learns more about the opportunity, and what changes 1 . 2 Economics, Capital, and the Firm TABLE 1.2 Four steps to starting a business. 1. The founding team or individual has the necessary skills or acquires them. 2. The team members identify the opportunity that attracts them and matches their skills. They create a solution to match the opportunity. 3. They acquire (or possess) the financial and physical resources necessary to launch the business by locating investors and partners. 4. They complete an arrangement or contract with their partners, with investors, and within the founder team to launch the business and share the ownership and wealth created. may be necessary to make it viable. In this way, entrepreneurship is akin to the scientific method, in that entrepreneurs seek to gather data in connection with hypotheses, and they refine their ideas based upon their findings [Sarasvathy and Venkataraman, 2011]. Put simply, as Y Combinator founder Paul Graham advises, there are three key things necessary to creating a successful startup: start with good people, make something that people actually want and are willing to pay for, and spend as little money as possible while you validate the market and your product acceptance by buyers [Graham, 2005]. If team members identify an opportunity that attracts them and matches their skills, they next obtain the resources necessary to implement their solution. Finally, they launch and grow an organization, which can grow to have a massive impact, like those enterprises listed in Table 1.1. The four steps to starting a business appear in Table 1.2. Most entrepreneurs repeat these steps multiple times as they work to validate an opportunity, making continual adjustments as they learn more. Ultimately, entrepreneurship is focused on the identification and exploitation of previously unexploited opportunities. Fortunately for the reader, successful entrepreneurs do not possess a rare entrepreneurial gene. Entrepreneurship is a systematic, organized, rigorous discipline that can be learned and mastered [Drucker, 2014]. This textbook describes how to identify true business opportunities and how to start and grow a high-impact enterprise. 1.2 Economics, Capital, and the Firm All entrepreneurs are workers in the world of economics and business. Economics is the study of the production, distribution, and consumption of goods and services. Society, operating at its best, works through entrepreneurs to effectively manage its material, environmental, and human resources to achieve widespread prosperity. An abundance of material and social goods equitably distributed is the goal of most social systems. Entrepreneurs are the people who arrange novel organizations or solutions to social and economic problems. They are the people who make our economic system thrive [Baumol et al., 2007]. According to Global Entrepreneurship Monitor (GEM) researchers, the United States maintained about a 12 percent entrepreneurial activity rate between 1999 and 2015. Thus, more than one in ten U.S. adults was engaged in setting up or managing a new enterprise during that period [Kelley et al., 2016]. 7 8 C H A P T E R 1 The Role and Promise of Entrepreneurship These entrepreneurs have had a tremendous impact on U.S. economic growth. For example, venture capital funds, which invest in companies led by entrepreneurs, provided most of the early external funding for three of the five largest U.S. public companies by market capitalization—Apple, Google, and Microsoft. Of the 1,339 U.S. public companies founded after 1974, 556 were venture backed, representing 63 percent of the market capitalization and 85 percent of total R&D of the post-1974 public companies [National Venture Capital Association, 2016]. Another 2010 study found that for all but seven years between 1977 and 2005, existing firms were net job destroyers, losing a combined average of 1 million jobs per year. By contrast, new firms in their first year added a combined average of 3 million jobs [Kane, 2010]. Venture-backed companies such as Amazon, Netflix, Apple, Google, Facebook, and Salesforce have accounted for significant new employment over the past two decades. An economic system is a system that produces and distributes goods and services. Given the limitations of nature and the unlimited desires of humans, economic systems are schemes for (1) administering scarcities and (2) improving the system to increase the abundance of goods and services. For a nation as a whole, its wealth is its housing, transportation, health care, and other goods and services. Nations strive to secure more prosperity by organizing to achieve a more effective and efficient economic system. It is entrepreneurs who organize and initiate that change. Almost all variation in living standards among countries is explained by productivity, which is the quantity of goods and services produced from the sum of all inputs, such as hours worked and fuels used. A model of the economy is shown in Figure 1.2. The inputs to the economy are natural capital, financial capital, and intellectual capital. The outputs are the desired benefits and the undesired waste. An appropriate goal is to maximize the beneficial outputs and minimize the undesired waste. Natural capital refers to those features of nature, such as minerals, fuels, energy, biological yield, or pollution absorption capacity, that are directly or indirectly utilized, or could be utilized, in human social and economic systems. Because of the nature of ecologies, natural capital may be subject to irreversible change at certain thresholds of use or impact. For example, global climate change poses a serious threat to sources of natural capital. Financial capital refers to Natural capital Financial capital Economy Beneficial outputs Entrepreneurs as agents of progress Intellectual capital FIGURE 1.2 A model of the economy. Undesired waste outputs 1 . 2 Economics, Capital, and the Firm TABLE 1.3 Three elements of intellectual capital (IC). Human capital (HC): The skills, capabilities, and knowledge of people Organizational capital (OC): Technologies, processes, characteristics and methods Social capital (SC): The quality of the relationships with others, such as customers, suppliers, and partners IC = HC + OC + SC financial assets, such as money, bonds, securities, and land, which allow entrepreneurs to purchase what they need to produce goods and services. Intellectual capital includes the talents, knowledge and creativity of people, the efficacy of management systems, and the relationships between various people and organizations. The sources of intellectual capital are threefold: human capital, organizational capital, and social capital. Human capital (HC) is the combined knowledge, skills, and abilities in a population. For example, Google seeks to maximize its human capital by attracting talented individuals at the top of their respective fields. Organizational capital (OC) is the hardware, software, databases, patents, learning capabilities, cultural features, and management methods that support the human capital. For example, Amazon's peer feedback system ensures that good work does not go unnoticed and encourages a more open atmosphere. Social capital (SC) is the quality of relationships between people and organizations, along with the impact of these relationships. For example, Asana sponsors team outings and culinary programs to build community among its employees. These elements of intellectual capital appear in Table 1.3. The economy as portrayed in Figure 1.2 consists of the summation of all organizations, for-profit as well as nonprofit and governmental, that provide the beneficial outputs for society. These are the organizations that we study and will label as enterprises or firm.* Entrepreneurs constantly form new enterprises to meet social and economic needs. The purpose of a firm is to establish an objective and mission and carry it out for the benefit of the customer. Thus, the purpose of Merck Corporation is to create pharmaceuticals that protect and enhance its customers’ health. To carry out its purpose, each individual firm transforms inputs into desirable outputs that serve the needs of customers. A model of the firm as a transformation entity is shown in Figure 1.3. The transformation of inputs into desired outputs is based primarily on the entrepreneurial capital and the intellectual capital of the firm. Entrepreneurial capital (EC) can be formulated as a product of entrepreneurial competence and entrepreneurial commitment [Erikson, 2002]. Entrepreneurial competence is the ability to (1) recognize opportunity, and (2) gather and manage the resources necessary to capitalize upon the opportunity. The accretion of knowledge and experience over time leads to increased competence as people mature. * Henceforth, we use the terms enterprise and firm interchangeably to represent organizations such as businesses, startups, and ventures. 9 10 C H A P T E R 1 The Role and Promise of Entrepreneurship Inputs Raw materials Components and modules Financial capital Physical assets Technologies The Firm Output Transformation based on: ∙ Entrepreneurial capital ∙ Intellectual capital Products and services FIGURE 1.3 The firm as transforming available inputs into desired outputs. Entrepreneurial commitment is a dedication of the time and energy necessary to bring the enterprise to initiation and fruition. Maintaining commitment of energy and time can become a challenge as people become less interested in or available for the necessary entrepreneurial activities. Both commitment and competence are required to provide significant entrepreneurial capital, and they are required qualities of the leadership team. The presence of competence without any commitment creates little entrepreneurial capital. The presence of commitment without competence may waste both time and resources. The intellectual capital of a firm can be thought of as the sum of its knowledge assets. This knowledge is embodied in the talent, know-how, and skills of the members of an organization. Thus, a firm needs to attract and retain the best people for its requirements in the same way that it seeks the best technologies or physical assets. Knowledge is one of the few assets that grows when shared. By organizing itself around its intellectual capital, a new firm can enable its employees to collaborate, learn, and grow, thus further enhancing the firm's intellectual capital. The firm’s intellectual capital is critical to its mission and purpose. Figure 1.4 depicts the business theory of a firm, or how it understands its total activities, resources, and relationships. First, a firm is clear about its mission and purpose. Second, the firm must know and understand its customers, suppliers, and competitors. Third, a firm’s intellectual capital is understood, renewed, and enhanced as feasible. Finally, the firm must understand its environment or context, which is set by society, the market, and the technology available to it. One hundred years ago, firms were hierarchical and bureaucratic with a theory of business that emphasized making long runs of standardized products. They regularly introduced “new and improved” varieties and provided lifetime employment. Today, firms compete globally with high-value, customized products. They use flattened organizations and base their future on intellectual capital. Firms look to brands and images to cut through the clutter of messages. In the future, a firm’s human capital—talent—will become even more important. As an example of how a firm leverages entrepreneurial capital and intellectual capital to transform inputs into outputs, consider Facebook. From its founding, in 2004, until the company hit 300 million users and became cash flow Another random document with no related content on Scribd: DANCE ON STILTS AT THE GIRLS’ UNYAGO, NIUCHI Newala, too, suffers from the distance of its water-supply—at least the Newala of to-day does; there was once another Newala in a lovely valley at the foot of the plateau. I visited it and found scarcely a trace of houses, only a Christian cemetery, with the graves of several missionaries and their converts, remaining as a monument of its former glories. But the surroundings are wonderfully beautiful. A thick grove of splendid mango-trees closes in the weather-worn crosses and headstones; behind them, combining the useful and the agreeable, is a whole plantation of lemon-trees covered with ripe fruit; not the small African kind, but a much larger and also juicier imported variety, which drops into the hands of the passing traveller, without calling for any exertion on his part. Old Newala is now under the jurisdiction of the native pastor, Daudi, at Chingulungulu, who, as I am on very friendly terms with him, allows me, as a matter of course, the use of this lemon-grove during my stay at Newala. FEET MUTILATED BY THE RAVAGES OF THE “JIGGER” (Sarcopsylla penetrans) The water-supply of New Newala is in the bottom of the valley, some 1,600 feet lower down. The way is not only long and fatiguing, but the water, when we get it, is thoroughly bad. We are suffering not only from this, but from the fact that the arrangements at Newala are nothing short of luxurious. We have a separate kitchen—a hut built against the boma palisade on the right of the baraza, the interior of which is not visible from our usual position. Our two cooks were not long in finding this out, and they consequently do—or rather neglect to do—what they please. In any case they do not seem to be very particular about the boiling of our drinking-water—at least I can attribute to no other cause certain attacks of a dysenteric nature, from which both Knudsen and I have suffered for some time. If a man like Omari has to be left unwatched for a moment, he is capable of anything. Besides this complaint, we are inconvenienced by the state of our nails, which have become as hard as glass, and crack on the slightest provocation, and I have the additional infliction of pimples all over me. As if all this were not enough, we have also, for the last week been waging war against the jigger, who has found his Eldorado in the hot sand of the Makonde plateau. Our men are seen all day long—whenever their chronic colds and the dysentery likewise raging among them permit—occupied in removing this scourge of Africa from their feet and trying to prevent the disastrous consequences of its presence. It is quite common to see natives of this place with one or two toes missing; many have lost all their toes, or even the whole front part of the foot, so that a well-formed leg ends in a shapeless stump. These ravages are caused by the female of Sarcopsylla penetrans, which bores its way under the skin and there develops an egg-sac the size of a pea. In all books on the subject, it is stated that one’s attention is called to the presence of this parasite by an intolerable itching. This agrees very well with my experience, so far as the softer parts of the sole, the spaces between and under the toes, and the side of the foot are concerned, but if the creature penetrates through the harder parts of the heel or ball of the foot, it may escape even the most careful search till it has reached maturity. Then there is no time to be lost, if the horrible ulceration, of which we see cases by the dozen every day, is to be prevented. It is much easier, by the way, to discover the insect on the white skin of a European than on that of a native, on which the dark speck scarcely shows. The four or five jiggers which, in spite of the fact that I constantly wore high laced boots, chose my feet to settle in, were taken out for me by the all-accomplished Knudsen, after which I thought it advisable to wash out the cavities with corrosive sublimate. The natives have a different sort of disinfectant—they fill the hole with scraped roots. In a tiny Makua village on the slope of the plateau south of Newala, we saw an old woman who had filled all the spaces under her toe-nails with powdered roots by way of prophylactic treatment. What will be the result, if any, who can say? The rest of the many trifling ills which trouble our existence are really more comic than serious. In the absence of anything else to smoke, Knudsen and I at last opened a box of cigars procured from the Indian store-keeper at Lindi, and tried them, with the most distressing results. Whether they contain opium or some other narcotic, neither of us can say, but after the tenth puff we were both “off,” three-quarters stupefied and unspeakably wretched. Slowly we recovered—and what happened next? Half-an-hour later we were once more smoking these poisonous concoctions—so insatiable is the craving for tobacco in the tropics. Even my present attacks of fever scarcely deserve to be taken seriously. I have had no less than three here at Newala, all of which have run their course in an incredibly short time. In the early afternoon, I am busy with my old natives, asking questions and making notes. The strong midday coffee has stimulated my spirits to an extraordinary degree, the brain is active and vigorous, and work progresses rapidly, while a pleasant warmth pervades the whole body. Suddenly this gives place to a violent chill, forcing me to put on my overcoat, though it is only half-past three and the afternoon sun is at its hottest. Now the brain no longer works with such acuteness and logical precision; more especially does it fail me in trying to establish the syntax of the difficult Makua language on which I have ventured, as if I had not enough to do without it. Under the circumstances it seems advisable to take my temperature, and I do so, to save trouble, without leaving my seat, and while going on with my work. On examination, I find it to be 101·48°. My tutors are abruptly dismissed and my bed set up in the baraza; a few minutes later I am in it and treating myself internally with hot water and lemon-juice. Three hours later, the thermometer marks nearly 104°, and I make them carry me back into the tent, bed and all, as I am now perspiring heavily, and exposure to the cold wind just beginning to blow might mean a fatal chill. I lie still for a little while, and then find, to my great relief, that the temperature is not rising, but rather falling. This is about 7.30 p.m. At 8 p.m. I find, to my unbounded astonishment, that it has fallen below 98·6°, and I feel perfectly well. I read for an hour or two, and could very well enjoy a smoke, if I had the wherewithal—Indian cigars being out of the question. Having no medical training, I am at a loss to account for this state of things. It is impossible that these transitory attacks of high fever should be malarial; it seems more probable that they are due to a kind of sunstroke. On consulting my note-book, I become more and more inclined to think this is the case, for these attacks regularly follow extreme fatigue and long exposure to strong sunshine. They at least have the advantage of being only short interruptions to my work, as on the following morning I am always quite fresh and fit. My treasure of a cook is suffering from an enormous hydrocele which makes it difficult for him to get up, and Moritz is obliged to keep in the dark on account of his inflamed eyes. Knudsen’s cook, a raw boy from somewhere in the bush, knows still less of cooking than Omari; consequently Nils Knudsen himself has been promoted to the vacant post. Finding that we had come to the end of our supplies, he began by sending to Chingulungulu for the four sucking-pigs which we had bought from Matola and temporarily left in his charge; and when they came up, neatly packed in a large crate, he callously slaughtered the biggest of them. The first joint we were thoughtless enough to entrust for roasting to Knudsen’s mshenzi cook, and it was consequently uneatable; but we made the rest of the animal into a jelly which we ate with great relish after weeks of underfeeding, consuming incredible helpings of it at both midday and evening meals. The only drawback is a certain want of variety in the tinned vegetables. Dr. Jäger, to whom the Geographical Commission entrusted the provisioning of the expeditions—mine as well as his own—because he had more time on his hands than the rest of us, seems to have laid in a huge stock of Teltow turnips,[46] an article of food which is all very well for occasional use, but which quickly palls when set before one every day; and we seem to have no other tins left. There is no help for it—we must put up with the turnips; but I am certain that, once I am home again, I shall not touch them for ten years to come. Amid all these minor evils, which, after all, go to make up the genuine flavour of Africa, there is at least one cheering touch: Knudsen has, with the dexterity of a skilled mechanic, repaired my 9 × 12 cm. camera, at least so far that I can use it with a little care. How, in the absence of finger-nails, he was able to accomplish such a ticklish piece of work, having no tool but a clumsy screw-driver for taking to pieces and putting together again the complicated mechanism of the instantaneous shutter, is still a mystery to me; but he did it successfully. The loss of his finger-nails shows him in a light contrasting curiously enough with the intelligence evinced by the above operation; though, after all, it is scarcely surprising after his ten years’ residence in the bush. One day, at Lindi, he had occasion to wash a dog, which must have been in need of very thorough cleansing, for the bottle handed to our friend for the purpose had an extremely strong smell. Having performed his task in the most conscientious manner, he perceived with some surprise that the dog did not appear much the better for it, and was further surprised by finding his own nails ulcerating away in the course of the next few days. “How was I to know that carbolic acid has to be diluted?” he mutters indignantly, from time to time, with a troubled gaze at his mutilated finger-tips. Since we came to Newala we have been making excursions in all directions through the surrounding country, in accordance with old habit, and also because the akida Sefu did not get together the tribal elders from whom I wanted information so speedily as he had promised. There is, however, no harm done, as, even if seen only from the outside, the country and people are interesting enough. The Makonde plateau is like a large rectangular table rounded off at the corners. Measured from the Indian Ocean to Newala, it is about seventy-five miles long, and between the Rovuma and the Lukuledi it averages fifty miles in breadth, so that its superficial area is about two-thirds of that of the kingdom of Saxony. The surface, however, is not level, but uniformly inclined from its south-western edge to the ocean. From the upper edge, on which Newala lies, the eye ranges for many miles east and north-east, without encountering any obstacle, over the Makonde bush. It is a green sea, from which here and there thick clouds of smoke rise, to show that it, too, is inhabited by men who carry on their tillage like so many other primitive peoples, by cutting down and burning the bush, and manuring with the ashes. Even in the radiant light of a tropical day such a fire is a grand sight. Much less effective is the impression produced just now by the great western plain as seen from the edge of the plateau. As often as time permits, I stroll along this edge, sometimes in one direction, sometimes in another, in the hope of finding the air clear enough to let me enjoy the view; but I have always been disappointed. Wherever one looks, clouds of smoke rise from the burning bush, and the air is full of smoke and vapour. It is a pity, for under more favourable circumstances the panorama of the whole country up to the distant Majeje hills must be truly magnificent. It is of little use taking photographs now, and an outline sketch gives a very poor idea of the scenery. In one of these excursions I went out of my way to make a personal attempt on the Makonde bush. The present edge of the plateau is the result of a far-reaching process of destruction through erosion and denudation. The Makonde strata are everywhere cut into by ravines, which, though short, are hundreds of yards in depth. In consequence of the loose stratification of these beds, not only are the walls of these ravines nearly vertical, but their upper end is closed by an equally steep escarpment, so that the western edge of the Makonde plateau is hemmed in by a series of deep, basin-like valleys. In order to get from one side of such a ravine to the other, I cut my way through the bush with a dozen of my men. It was a very open part, with more grass than scrub, but even so the short stretch of less than two hundred yards was very hard work; at the end of it the men’s calicoes were in rags and they themselves bleeding from hundreds of scratches, while even our strong khaki suits had not escaped scatheless. NATIVE PATH THROUGH THE MAKONDE BUSH, NEAR MAHUTA I see increasing reason to believe that the view formed some time back as to the origin of the Makonde bush is the correct one. I have no doubt that it is not a natural product, but the result of human occupation. Those parts of the high country where man—as a very slight amount of practice enables the eye to perceive at once—has not yet penetrated with axe and hoe, are still occupied by a splendid timber forest quite able to sustain a comparison with our mixed forests in Germany. But wherever man has once built his hut or tilled his field, this horrible bush springs up. Every phase of this process may be seen in the course of a couple of hours’ walk along the main road. From the bush to right or left, one hears the sound of the axe— not from one spot only, but from several directions at once. A few steps further on, we can see what is taking place. The brush has been cut down and piled up in heaps to the height of a yard or more, between which the trunks of the large trees stand up like the last pillars of a magnificent ruined building. These, too, present a melancholy spectacle: the destructive Makonde have ringed them— cut a broad strip of bark all round to ensure their dying off—and also piled up pyramids of brush round them. Father and son, mother and son-in-law, are chopping away perseveringly in the background—too busy, almost, to look round at the white stranger, who usually excites so much interest. If you pass by the same place a week later, the piles of brushwood have disappeared and a thick layer of ashes has taken the place of the green forest. The large trees stretch their smouldering trunks and branches in dumb accusation to heaven—if they have not already fallen and been more or less reduced to ashes, perhaps only showing as a white stripe on the dark ground. This work of destruction is carried out by the Makonde alike on the virgin forest and on the bush which has sprung up on sites already cultivated and deserted. In the second case they are saved the trouble of burning the large trees, these being entirely absent in the secondary bush. After burning this piece of forest ground and loosening it with the hoe, the native sows his corn and plants his vegetables. All over the country, he goes in for bed-culture, which requires, and, in fact, receives, the most careful attention. Weeds are nowhere tolerated in the south of German East Africa. The crops may fail on the plains, where droughts are frequent, but never on the plateau with its abundant rains and heavy dews. Its fortunate inhabitants even have the satisfaction of seeing the proud Wayao and Wamakua working for them as labourers, driven by hunger to serve where they were accustomed to rule. But the light, sandy soil is soon exhausted, and would yield no harvest the second year if cultivated twice running. This fact has been familiar to the native for ages; consequently he provides in time, and, while his crop is growing, prepares the next plot with axe and firebrand. Next year he plants this with his various crops and lets the first piece lie fallow. For a short time it remains waste and desolate; then nature steps in to repair the destruction wrought by man; a thousand new growths spring out of the exhausted soil, and even the old stumps put forth fresh shoots. Next year the new growth is up to one’s knees, and in a few years more it is that terrible, impenetrable bush, which maintains its position till the black occupier of the land has made the round of all the available sites and come back to his starting point. The Makonde are, body and soul, so to speak, one with this bush. According to my Yao informants, indeed, their name means nothing else but “bush people.” Their own tradition says that they have been settled up here for a very long time, but to my surprise they laid great stress on an original immigration. Their old homes were in the south-east, near Mikindani and the mouth of the Rovuma, whence their peaceful forefathers were driven by the continual raids of the Sakalavas from Madagascar and the warlike Shirazis[47] of the coast, to take refuge on the almost inaccessible plateau. I have studied African ethnology for twenty years, but the fact that changes of population in this apparently quiet and peaceable corner of the earth could have been occasioned by outside enterprises taking place on the high seas, was completely new to me. It is, no doubt, however, correct. The charming tribal legend of the Makonde—besides informing us of other interesting matters—explains why they have to live in the thickest of the bush and a long way from the edge of the plateau, instead of making their permanent homes beside the purling brooks and springs of the low country. “The place where the tribe originated is Mahuta, on the southern side of the plateau towards the Rovuma, where of old time there was nothing but thick bush. Out of this bush came a man who never washed himself or shaved his head, and who ate and drank but little. He went out and made a human figure from the wood of a tree growing in the open country, which he took home to his abode in the bush and there set it upright. In the night this image came to life and was a woman. The man and woman went down together to the Rovuma to wash themselves. Here the woman gave birth to a stillborn child. They left that place and passed over the high land into the valley of the Mbemkuru, where the woman had another child, which was also born dead. Then they returned to the high bush country of Mahuta, where the third child was born, which lived and grew up. In course of time, the couple had many more children, and called themselves Wamatanda. These were the ancestral stock of the Makonde, also called Wamakonde,[48] i.e., aborigines. Their forefather, the man from the bush, gave his children the command to bury their dead upright, in memory of the mother of their race who was cut out of wood and awoke to life when standing upright. He also warned them against settling in the valleys and near large streams, for sickness and death dwelt there. They were to make it a rule to have their huts at least an hour’s walk from the nearest wateringplace; then their children would thrive and escape illness.” The explanation of the name Makonde given by my informants is somewhat different from that contained in the above legend, which I extract from a little book (small, but packed with information), by Pater Adams, entitled Lindi und sein Hinterland. Otherwise, my results agree exactly with the statements of the legend. Washing? Hapana—there is no such thing. Why should they do so? As it is, the supply of water scarcely suffices for cooking and drinking; other people do not wash, so why should the Makonde distinguish himself by such needless eccentricity? As for shaving the head, the short, woolly crop scarcely needs it,[49] so the second ancestral precept is likewise easy enough to follow. Beyond this, however, there is nothing ridiculous in the ancestor’s advice. I have obtained from various local artists a fairly large number of figures carved in wood, ranging from fifteen to twenty-three inches in height, and representing women belonging to the great group of the Mavia, Makonde, and Matambwe tribes. The carving is remarkably well done and renders the female type with great accuracy, especially the keloid ornamentation, to be described later on. As to the object and meaning of their works the sculptors either could or (more probably) would tell me nothing, and I was forced to content myself with the scanty information vouchsafed by one man, who said that the figures were merely intended to represent the nembo—the artificial deformations of pelele, ear-discs, and keloids. The legend recorded by Pater Adams places these figures in a new light. They must surely be more than mere dolls; and we may even venture to assume that they are—though the majority of present-day Makonde are probably unaware of the fact—representations of the tribal ancestress. The references in the legend to the descent from Mahuta to the Rovuma, and to a journey across the highlands into the Mbekuru valley, undoubtedly indicate the previous history of the tribe, the travels of the ancestral pair typifying the migrations of their descendants. The descent to the neighbouring Rovuma valley, with its extraordinary fertility and great abundance of game, is intelligible at a glance—but the crossing of the Lukuledi depression, the ascent to the Rondo Plateau and the descent to the Mbemkuru, also lie within the bounds of probability, for all these districts have exactly the same character as the extreme south. Now, however, comes a point of especial interest for our bacteriological age. The primitive Makonde did not enjoy their lives in the marshy river-valleys. Disease raged among them, and many died. It was only after they had returned to their original home near Mahuta, that the health conditions of these people improved. We are very apt to think of the African as a stupid person whose ignorance of nature is only equalled by his fear of it, and who looks on all mishaps as caused by evil spirits and malignant natural powers. It is much more correct to assume in this case that the people very early learnt to distinguish districts infested with malaria from those where it is absent. This knowledge is crystallized in the ancestral warning against settling in the valleys and near the great waters, the dwelling-places of disease and death. At the same time, for security against the hostile Mavia south of the Rovuma, it was enacted that every settlement must be not less than a certain distance from the southern edge of the plateau. Such in fact is their mode of life at the present day. It is not such a bad one, and certainly they are both safer and more comfortable than the Makua, the recent intruders from the south, who have made USUAL METHOD OF good their footing on the western edge of the CLOSING HUT-DOOR plateau, extending over a fairly wide belt of country. Neither Makua nor Makonde show in their dwellings anything of the size and comeliness of the Yao houses in the plain, especially at Masasi, Chingulungulu and Zuza’s. Jumbe Chauro, a Makonde hamlet not far from Newala, on the road to Mahuta, is the most important settlement of the tribe I have yet seen, and has fairly spacious huts. But how slovenly is their construction compared with the palatial residences of the elephant-hunters living in the plain. The roofs are still more untidy than in the general run of huts during the dry season, the walls show here and there the scanty beginnings or the lamentable remains of the mud plastering, and the interior is a veritable dog-kennel; dirt, dust and disorder everywhere. A few huts only show any attempt at division into rooms, and this consists merely of very roughly-made bamboo partitions. In one point alone have I noticed any indication of progress—in the method of fastening the door. Houses all over the south are secured in a simple but ingenious manner. The door consists of a set of stout pieces of wood or bamboo, tied with bark-string to two cross-pieces, and moving in two grooves round one of the door-posts, so as to open inwards. If the owner wishes to leave home, he takes two logs as thick as a man’s upper arm and about a yard long. One of these is placed obliquely against the middle of the door from the inside, so as to form an angle of from 60° to 75° with the ground. He then places the second piece horizontally across the first, pressing it downward with all his might. It is kept in place by two strong posts planted in the ground a few inches inside the door. This fastening is absolutely safe, but of course cannot be applied to both doors at once, otherwise how could the owner leave or enter his house? I have not yet succeeded in finding out how the back door is fastened. MAKONDE LOCK AND KEY AT JUMBE CHAURO This is the general way of closing a house. The Makonde at Jumbe Chauro, however, have a much more complicated, solid and original one. Here, too, the door is as already described, except that there is only one post on the inside, standing by itself about six inches from one side of the doorway. Opposite this post is a hole in the wall just large enough to admit a man’s arm. The door is closed inside by a large wooden bolt passing through a hole in this post and pressing with its free end against the door. The other end has three holes into which fit three pegs running in vertical grooves inside the post. The door is opened with a wooden key about a foot long, somewhat curved and sloped off at the butt; the other end has three pegs corresponding to the holes, in the bolt, so that, when it is thrust through the hole in the wall and inserted into the rectangular opening in the post, the pegs can be lifted and the bolt drawn out.[50] MODE OF INSERTING THE KEY With no small pride first one householder and then a second showed me on the spot the action of this greatest invention of the Makonde Highlands. To both with an admiring exclamation of “Vizuri sana!” (“Very fine!”). I expressed the wish to take back these marvels with me to Ulaya, to show the Wazungu what clever fellows the Makonde are. Scarcely five minutes after my return to camp at Newala, the two men came up sweating under the weight of two heavy logs which they laid down at my feet, handing over at the same time the keys of the fallen fortress. Arguing, logically enough, that if the key was wanted, the lock would be wanted with it, they had taken their axes and chopped down the posts—as it never occurred to them to dig them out of the ground and so bring them intact. Thus I have two badly damaged specimens, and the owners, instead of praise, come in for a blowing-up. The Makua huts in the environs of Newala are especially miserable; their more than slovenly construction reminds one of the temporary erections of the Makua at Hatia’s, though the people here have not been concerned in a war. It must therefore be due to congenital idleness, or else to the absence of a powerful chief. Even the baraza at Mlipa’s, a short hour’s walk south-east of Newala, shares in this general neglect. While public buildings in this country are usually looked after more or less carefully, this is in evident danger of being blown over by the first strong easterly gale. The only attractive object in this whole district is the grave of the late chief Mlipa. I visited it in the morning, while the sun was still trying with partial success to break through the rolling mists, and the circular grove of tall euphorbias, which, with a broken pot, is all that marks the old king’s resting-place, impressed one with a touch of pathos. Even my very materially-minded carriers seemed to feel something of the sort, for instead of their usual ribald songs, they chanted solemnly, as we marched on through the dense green of the Makonde bush:— “We shall arrive with the great master; we stand in a row and have no fear about getting our food and our money from the Serkali (the Government). We are not afraid; we are going along with the great master, the lion; we are going down to the coast and back.” With regard to the characteristic features of the various tribes here on the western edge of the plateau, I can arrive at no other conclusion than the one already come to in the plain, viz., that it is impossible for anyone but a trained anthropologist to assign any given individual at once to his proper tribe. In fact, I think that even an anthropological specialist, after the most careful examination, might find it a difficult task to decide. The whole congeries of peoples collected in the region bounded on the west by the great Central African rift, Tanganyika and Nyasa, and on the east by the Indian Ocean, are closely related to each other—some of their languages are only distinguished from one another as dialects of the same speech, and no doubt all the tribes present the same shape of skull and structure of skeleton. Thus, surely, there can be no very striking differences in outward appearance. Even did such exist, I should have no time to concern myself with them, for day after day, I have to see or hear, as the case may be—in any case to grasp and record—an extraordinary number of ethnographic phenomena. I am almost disposed to think it fortunate that some departments of inquiry, at least, are barred by external circumstances. Chief among these is the subject of ironworking. We are apt to think of Africa as a country where iron ore is everywhere, so to speak, to be picked up by the roadside, and where it would be quite surprising if the inhabitants had not learnt to smelt the material ready to their hand. In fact, the knowledge of this art ranges all over the continent, from the Kabyles in the north to the Kafirs in the south. Here between the Rovuma and the Lukuledi the conditions are not so favourable. According to the statements of the Makonde, neither ironstone nor any other form of iron ore is known to them. They have not therefore advanced to the art of smelting the metal, but have hitherto bought all their THE ANCESTRESS OF iron implements from neighbouring tribes. THE MAKONDE Even in the plain the inhabitants are not much better off. Only one man now living is said to understand the art of smelting iron. This old fundi lives close to Huwe, that isolated, steep-sided block of granite which rises out of the green solitude between Masasi and Chingulungulu, and whose jagged and splintered top meets the traveller’s eye everywhere. While still at Masasi I wished to see this man at work, but was told that, frightened by the rising, he had retired across the Rovuma, though he would soon return. All subsequent inquiries as to whether the fundi had come back met with the genuine African answer, “Bado” (“Not yet”). BRAZIER Some consolation was afforded me by a brassfounder, whom I came across in the bush near Akundonde’s. This man is the favourite of women, and therefore no doubt of the gods; he welds the glittering brass rods purchased at the coast into those massive, heavy rings which, on the wrists and ankles of the local fair ones, continually give me fresh food for admiration. Like every decent master-craftsman he had all his tools with him, consisting of a pair of bellows, three crucibles and a hammer—nothing more, apparently. He was quite willing to show his skill, and in a twinkling had fixed his bellows on the ground. They are simply two goat-skins, taken off whole, the four legs being closed by knots, while the upper opening, intended to admit the air, is kept stretched by two pieces of wood. At the lower end of the skin a smaller opening is left into which a wooden tube is stuck. The fundi has quickly borrowed a heap of wood-embers from the nearest hut; he then fixes the free ends of the two tubes into an earthen pipe, and clamps them to the ground by means of a bent piece of wood. Now he fills one of his small clay crucibles, the dross on which shows that they have been long in use, with the yellow material, places it in the midst of the embers, which, at present are only faintly glimmering, and begins his work. In quick alternation the smith’s two hands move up and down with the open ends of the bellows; as he raises his hand he holds the slit wide open, so as to let the air enter the skin bag unhindered. In pressing it down he closes the bag, and the air puffs through the bamboo tube and clay pipe into the fire, which quickly burns up. The smith, however, does not keep on with this work, but beckons to another man, who relieves him at the bellows, while he takes some more tools out of a large skin pouch carried on his back. I look on in wonder as, with a smooth round stick about the thickness of a finger, he bores a few vertical holes into the clean sand of the soil. This should not be difficult, yet the man seems to be taking great pains over it. Then he fastens down to the ground, with a couple of wooden clamps, a neat little trough made by splitting a joint of bamboo in half, so that the ends are closed by the two knots. At last the yellow metal has attained the right consistency, and the fundi lifts the crucible from the fire by means of two sticks split at the end to serve as tongs. A short swift turn to the left—a tilting of the crucible—and the molten brass, hissing and giving forth clouds of smoke, flows first into the bamboo mould and then into the holes in the ground. The technique of this backwoods craftsman may not be very far advanced, but it cannot be denied that he knows how to obtain an adequate result by the simplest means. The ladies of highest rank in this country—that is to say, those who can afford it, wear two kinds of these massive brass rings, one cylindrical, the other semicircular in section. The latter are cast in the most ingenious way in the bamboo mould, the former in the circular hole in the sand. It is quite a simple matter for the fundi to fit these bars to the limbs of his fair customers; with a few light strokes of his hammer he bends the pliable brass round arm or ankle without further inconvenience to the wearer. SHAPING THE POT SMOOTHING WITH MAIZE-COB CUTTING THE EDGE FINISHING THE BOTTOM LAST SMOOTHING BEFORE BURNING FIRING THE BRUSH-PILE LIGHTING THE FARTHER SIDE OF THE PILE TURNING THE RED-HOT VESSEL NYASA WOMAN MAKING POTS AT MASASI Pottery is an art which must always and everywhere excite the interest of the student, just because it is so intimately connected with the development of human culture, and because its relics are one of the principal factors in the reconstruction of our own condition in prehistoric times. I shall always remember with pleasure the two or three afternoons at Masasi when Salim Matola’s mother, a slightlybuilt, graceful, pleasant-looking woman, explained to me with touching patience, by means of concrete illustrations, the ceramic art of her people. The only implements for this primitive process were a lump of clay in her left hand, and in the right a calabash containing the following valuables: the fragment of a maize-cob stripped of all its grains, a smooth, oval pebble, about the size of a pigeon’s egg, a few chips of gourd-shell, a bamboo splinter about the length of one’s hand, a small shell, and a bunch of some herb resembling spinach. Nothing more. The woman scraped with the shell a round, shallow hole in the soft, fine sand of the soil, and, when an active young girl had filled the calabash with water for her, she began to knead the clay. As if by magic it gradually assumed the shape of a rough but already well-shaped vessel, which only wanted a little touching up with the instruments before mentioned. I looked out with the closest attention for any indication of the use MAKUA WOMAN MAKING A POT. of the potter’s wheel, in however rudimentary SHOWS THE a form, but no—hapana (there is none). The BEGINNINGS OF THE embryo pot stood firmly in its little POTTER’S WHEEL depression, and the woman walked round it in a stooping posture, whether she was removing small stones or similar foreign bodies with the maize-cob, smoothing the inner or outer surface with the splinter of bamboo, or later, after letting it dry for a day, pricking in the ornamentation with a pointed bit of gourd-shell, or working out the bottom, or cutting the edge with a sharp bamboo knife, or giving the last touches to the finished vessel. This occupation of the women is infinitely toilsome, but it is without doubt an accurate reproduction of the process in use among our ancestors of the Neolithic and Bronze ages. There is no doubt that the invention of pottery, an item in human progress whose importance cannot be over-estimated, is due to women. Rough, coarse and unfeeling, the men of the horde range over the countryside. When the united cunning of the hunters has succeeded in killing the game; not one of them thinks of carrying home the spoil. A bright fire, kindled by a vigorous wielding of the drill, is crackling beside them; the animal has been cleaned and cut up secundum artem, and, after a slight singeing, will soon disappear under their sharp teeth; no one all this time giving a single thought to wife or child. To what shifts, on the other hand, the primitive wife, and still more the primitive mother, was put! Not even prehistoric stomachs could endure an unvarying diet of raw food. Something or other suggested the beneficial effect of hot water on the majority of approved but indigestible dishes. Perhaps a neighbour had tried holding the hard roots or tubers over the fire in a calabash filled with water—or maybe an ostrich-egg-shell, or a hastily improvised vessel of bark. They became much softer and more palatable than they had previously been; but, unfortunately, the vessel could not stand the fire and got charred on the outside. That can be remedied, thought our ancestress, and plastered a layer of wet clay round a similar vessel. This is an improvement; the cooking utensil remains uninjured, but the heat of the fire has shrunk it, so that it is loose in its shell. The next step is to detach it, so, with a firm grip and a jerk, shell and kernel are separated, and pottery is invented. Perhaps, however, the discovery which led to an intelligent use of the burnt-clay shell, was made in a slightly different way. Ostrich-eggs and calabashes are not to be found in every part of the world, but everywhere mankind has arrived at the art of making baskets out of pliant materials, such as bark, bast, strips of palm-leaf, supple twigs, etc. Our inventor has no water-tight vessel provided by nature. “Never mind, let us line the basket with clay.” This answers the purpose, but alas! the basket gets burnt over the blazing fire, the woman watches the process of cooking with increasing uneasiness, fearing a leak, but no leak appears. The food, done to a turn, is eaten with peculiar relish; and the cooking-vessel is examined, half in curiosity, half in satisfaction at the result. The plastic clay is now hard as stone, and at the same time looks exceedingly well, for the neat plaiting of the burnt basket is traced all over it in a pretty pattern. Thus, simultaneously with pottery, its ornamentation was invented. Primitive woman has another claim to respect. It was the man, roving abroad, who invented the art of producing fire at will, but the woman, unable to imitate him in this, has been a Vestal from the earliest times. Nothing gives so much trouble as the keeping alight of the smouldering brand, and, above all, when all the men are absent from the camp. Heavy rain-clouds gather, already the first large drops are falling, the first gusts of the storm rage over the plain. The little flame, a greater anxiety to the woman than her own children, flickers unsteadily in the blast. What is to be done? A sudden thought occurs to her, and in an instant she has constructed a primitive hut out of strips of bark, to protect the flame against rain and wind. This, or something very like it, was the way in which the principle of the house was discovered; and even the most hardened misogynist cannot fairly refuse a woman the credit of it. The protection of the hearth-fire from the weather is the germ from which the human dwelling was evolved. Men had little, if any share, in this forward step, and that only at a late stage. Even at the present day, the plastering of the housewall with clay and the manufacture of pottery are exclusively the women’s business. These are two very significant survivals. Our European kitchen-garden, too, is originally a woman’s invention, and the hoe, the primitive instrument of agriculture, is, characteristically enough, still used in this department. But the noblest achievement which we owe to the other sex is unquestionably the art of cookery. Roasting alone—the oldest process—is one for which men took the hint (a very obvious one) from nature. It must have been suggested by the scorched carcase of some animal overtaken by the destructive forest-fires. But boiling—the process of improving organic substances by the help of water heated to boilingpoint—is a much later discovery. It is so recent that it has not even yet penetrated to all parts of the world. The Polynesians understand how to steam food, that is, to cook it, neatly wrapped in leaves, in a hole in the earth between hot stones, the air being excluded, and (sometimes) a few drops of water sprinkled on the stones; but they do not understand boiling. To come back from this digression, we find that the slender Nyasa woman has, after once more carefully examining the finished pot, put it aside in the shade to dry. On the following day she sends me word by her son, Salim Matola, who is always on hand, that she is going to do the burning, and, on coming out of my house, I find her already hard at work. She has spread on the ground a layer of very dry sticks, about as thick as one’s thumb, has laid the pot (now of a yellowish-grey colour) on them, and is piling brushwood round it. My faithful Pesa mbili, the mnyampara, who has been standing by, most obligingly, with a lighted stick, now hands it to her. Both of them, blowing steadily, light the pile on the lee side, and, when the flame begins to catch, on the weather side also. Soon the whole is in a blaze, but the dry fuel is quickly consumed and the fire dies down, so that we see the red-hot vessel rising from the ashes. The woman turns it continually with a long stick, sometimes one way and sometimes another, so that it may be evenly heated all over. In twenty minutes she rolls it out of the ash-heap, takes up the bundle of spinach, which has been lying for two days in a jar of water, and sprinkles the red-hot clay with it. The places where the drops fall are marked by black spots on the uniform reddish-brown surface. With a sigh of relief, and with visible satisfaction, the woman rises to an erect position; she is standing just in a line between me and the fire, from which a cloud of smoke is just rising: I press the ball of my camera, the shutter clicks—the apotheosis is achieved! Like a priestess, representative of her inventive sex, the graceful woman stands: at her feet the hearth-fire she has given us beside her the invention she has devised for us, in the background the home she has built for us. At Newala, also, I have had the manufacture of pottery carried on in my presence. Technically the process is better than that already described, for here we find the beginnings of the potter’s wheel, which does not seem to exist in the plains; at least I have seen nothing of the sort. The artist, a frightfully stupid Makua woman, did not make a depression in the ground to receive the pot she was about to shape, but used instead a large potsherd. Otherwise, she went to work in much the same way as Salim’s mother, except that she saved herself the trouble of walking round and round her work by squatting at her ease and letting the pot and potsherd rotate round her; this is surely the first step towards a machine. But it does not follow that the pot was improved by the process. It is true that it was beautifully rounded and presented a very creditable appearance when finished, but the numerous large and small vessels which I have seen, and, in part, collected, in the “less advanced” districts, are no less so. We moderns imagine that instruments of precision are necessary to produce excellent results. Go to the prehistoric collections of our museums and look at the pots, urns and bowls of our ancestors in the dim ages of the past, and you will at once perceive your error. MAKING LONGITUDINAL CUT IN BARK DRAWING THE BARK OFF THE LOG REMOVING THE OUTER BARK BEATING THE BARK WORKING THE BARK-CLOTH AFTER BEATING, TO MAKE IT SOFT MANUFACTURE OF BARK-CLOTH AT NEWALA To-day, nearly the whole population of German East Africa is clothed in imported calico. This was not always the case; even now in some parts of the north dressed skins are still the prevailing wear, and in the north-western districts—east and north of Lake Tanganyika—lies a zone where bark-cloth has not yet been superseded. Probably not many generations have passed since such bark fabrics and kilts of skins were the only clothing even in the south. Even to-day, large quantities of this bright-red or drab material are still to be found; but if we wish to see it, we must look in the granaries and on the drying stages inside the native huts, where it serves less ambitious uses as wrappings for those seeds and fruits which require to be packed with special care. The salt produced at Masasi, too, is packed for transport to a distance in large sheets of bark-cloth. Wherever I found it in any degree possible, I studied the process of making this cloth. The native requisitioned for the purpose arrived, carrying a log between two and three yards long and as thick as his thigh, and nothing else except a curiously-shaped mallet and the usual long, sharp and pointed knife which all men and boys wear in a belt at their backs without a sheath—horribile dictu! [51] Silently he squats down before me, and with two rapid cuts has drawn a couple of circles round the log some two yards apart, and slits the bark lengthwise between them with the point of his knife. With evident care, he then scrapes off the outer rind all round the log, so that in a quarter of an hour the inner red layer of the bark shows up brightly-coloured between the two untouched ends. With some trouble and much caution, he now loosens the bark at one end, and opens the cylinder. He then stands up, takes hold of the free edge with both hands, and turning it inside out, slowly but steadily pulls it off in one piece. Now comes the troublesome work of scraping all superfluous particles of outer bark from the outside of the long, narrow piece of material, while the inner side is carefully scrutinised for defective spots. At last it is ready for beating. Having signalled to a friend, who immediately places a bowl of water beside him, the artificer damps his sheet of bark all over, seizes his mallet, lays one end of the stuff on the smoothest spot of the log, and hammers away slowly but continuously. “Very simple!” I think to myself. “Why, I could do that, too!”—but I am forced to change my opinions a little later on; for the beating is quite an art, if the fabric is not to be beaten to pieces. To prevent the breaking of the fibres, the stuff is several times folded across, so as to interpose several thicknesses between the mallet and the block. At last the required state is reached, and the fundi seizes the sheet, still folded, by both ends, and wrings it out, or calls an assistant to take one end while he holds the other. The cloth produced in this way is not nearly so fine and uniform in texture as the famous Uganda bark-cloth, but it is quite soft, and, above all, cheap. Now, too, I examine the mallet. My craftsman has been using the simpler but better form of this implement, a conical block of some hard wood, its base—the striking surface—being scored across and across with more or less deeply-cut grooves, and the handle stuck into a hole in the middle. The other and earlier form of mallet is shaped in the same way, but the head is fastened by an ingenious network of bark strips into the split bamboo serving as a handle. The observation so often made, that ancient customs persist longest in connection with religious ceremonies and in the life of children, here finds confirmation. As we shall soon see, bark-cloth is still worn during the unyago,[52] having been prepared with special solemn ceremonies; and many a mother, if she has no other garment handy, will still put her little one into a kilt of bark-cloth, which, after all, looks better, besides being more in keeping with its African surroundings, than the ridiculous bit of print from Ulaya. MAKUA WOMEN