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John Mullins

Associate Professor of Management Practice in Marketing and Entrepreneurship


BA (Lehigh), MBA (Stanford), PhD (Minnesota)

An award-winning teacher and scholar and one of the world’s foremost thought leaders in entrepreneurship, John brings to his teaching and research 20 years of executive experience in high-growth retailing firms, including two ventures he founded and one he took public. 

Since becoming an entrepreneurship professor in 1992, John has published five books, dozens of cases and more than 50 articles in a variety of outlets, including Harvard Business Review, the MIT Sloan Management Review, and The Wall Street Journal. His research has won national and international awards from the Marketing Science Institute, the American Marketing Association, and the Richard D. Irwin Foundation. He is a frequent and sought-after speaker and educator for audiences in entrepreneurship and venture capital. 

John’s first trade book, The New Business Road Test: What Entrepreneurs and Executives Should Do Before Launching a Lean Start-Up (1e 2003; now 4e, London: Prentice-Hall/FT 2013), has become the definitive work on the assessment and shaping of entrepreneurial opportunities and is widely used by investors and entrepreneurs and in university courses worldwide. 

His second book, the critically acclaimed Getting to Plan B: Breaking Through to a Better Business Model (Boston: Harvard Business Press 2009), co-authored with Randy Komisar, a partner at the esteemed venture capital firm Kleiner Perkins Caufield & Byers, was named to “Best Books of 2009” lists by BusinessWeek and INC Magazine. 

John’s newest book, The Customer-Funded Business: Start, Finance or Grow Your Business with Your Customers’ Cash, (Jersey City, Wiley 2014), was named one of five “not-to-be-missed books” for 2014 by Fortune magazine. It challenges the widely held assumption that among an entrepreneur’s first and most important tasks is that of raising investment capital. 

John has done executive education on five continents for a variety of organizations both large and small, including the Young Presidents’ Organization, Endeavor, the Entrepreneurs’ Organization, Kenya Airways, Merck-Serono, 3M, the European and African Venture Capital Associations, and the IFC, among many others. He has served on the boards of fast-growing entrepreneurial companies in the United States, United Kingdom, Europe, and Asia.

2014

Tell me why

Mullins J W

Business Strategy Review

Will my idea work?

Mullins J W

Business Strategy Review

Plan B to start or grow your business

Mullins J W

Business Strategy Review

Use customer cash to finance your start-up

Mullins J

Harvard Business Review

Why banks are no use to tech start-ups

Mullins J W

Wall Street Journal

2012

How rock solid funded growth

Mullins J W

Financial Times

Se puede enseñar el emprendimento

Mullins J W

INCAE Business Review

What's your working capital model

Mullins J W; Komisar R

2011

Can entrepreneurship be taught?

Mullins J W

Fickle Grey Beast Blog

Managing in ethically corrupt environments

Mullins J W; Rhodes T

Business Strategy Review

Marketing strategy: a decision-focused approach

Walker O; Mullins J; Boyd Jr H

Measuring up: Dashboarding for innovators

Mullins J W

Business Strategy Review

2010

A business plan? Or a journey to plan B?

Mullins J W

Sloan Management Review

Marketing

Mullins J W; Walker O C Jr.

2009

A Capital Idea

Mullins J W

Business Strategy Review

Launching a new venture

Mullins J

Business Strategy Review

Measuring up: Dashboarding for innovators

Mullins J W; Komisar R

Business Strategy Review

Why business plans don't deliver

Mullins J W

Wall Street Journal

2008

Entrepreneurially fit

Mullins J W

ISB Insight

Fundamentally fit

Mullins J

Business Strategy Review

Marketing strategy: A decision-focused approach 6th eds.,

Walker O C JR; Mullins J W; Boyds H W JR; Larreche J

2007

Discovering unk-unks

Mullins J

Sloan Management Review

Worth a second chance?

Mullins J; Farneti I; Hassan F; Johnson RM; Zott C

Harvard Business Review

2006

Can we teach entrepreneurship?

Mullins J

Business Strategy Review

2005

Missing the boat or sinking the boat: a study of new venture decision-making

Mullins J; Forlani D

Journal of Business Venturing

2004

Entrepreneurial gold mines

Mullins J

Business Strategy Review

Managing cash: what a difference the days make!

Mullins J; Churchill N

Business Horizons

Take the money - or run?

Mullins J; et al.

Harvard Business Review

2002

New product decision making: how chance and size of loss influence what marketing managers see and do

Mullins J; Forlani D; Walker O C Jr

Psychology and Marketing

2001

How fast can your company afford to grow?

Churchill N C; Mullins J

Harvard Business Review

2000

Perceived risks and choices in entrepreneurs' new venture decisions

Mullins J; Forlani D

Journal of Business Venturing

Pioneering practices for new product development at US West

Mullins J; Sittig S; Brown C

Marketing Management

The effects of organizational and decision-maker factors on new product risk taking

Mullins J; Forlani D; Walker O C Jr

Journal of Product Innovation Management

New product development in rapidly changing markets: an exploratory study

Mullins J; Sutherland D

Journal of Product Innovation Management

    Books

    Cover

    The Customer-Funded Business

    More than two generations ago, the venture capital community—VCs, business angels, incubators, and others—convinced the entrepreneurial world that writing business plans and raising venture capital constituted the twin centerpieces of entrepreneurial endeavor. They did so for good reasons: the sometimes astonishing returns they've delivered to their investors and the incredibly large and valuable companies that their ecosystem has created. But the vast majority of fastgrowing companies never take any venture capital. So where does the money come from to start and grow their companies? Or yours? For most companies, fast-growing or otherwise, the early funding comes from a much more agreeable and hospitable source, their customers. In The Customer-Funded Business, John Mullins identifies five novel approaches that scrappy and innovative twenty-first century entrepreneurs have ingeniously adapted from their predecessors. 


    Download a sample copy of Chapter 1 (PDF, 2MB)

    Buy a copy from Amazon UK 

    Buy a copy from Amazon US

    Visit the Customer-Funded Business website.


    NBRT4

    The New Business Road Test

    What entrepreneurs and executives should do before writing a business plan 

    The New Business Road Test helps entrepreneurs and business professionals avoid impending disaster. It shows them how to enhance their chances of winning customers and capital and actually achieve their entrepreneurial dreams! Chapter 1 is a 'must read' for the first session in any business plan course, as it provides a framework for assessing the seven domains that characterise attractive opportunities. 


    Download a sample copy of Chapter 1 (PDF, 0.6MB)
    Buy a copy from Amazon UK  
    Buy a copy from Amazon US 
    Visit The New Business Road Test website.


    Cover_Plan_B_thumbnail

    Getting to Plan B

    Breaking through to a better business model 

    If the founders of Google, PayPal, or Starbucks had stuck to their original business plans, we'd likely never have heard of them. Instead, they made radical changes to their initial models, became household names, and delivered huge returns for investors. How did they get from their Plan A to a business model that worked? In Getting to Plan B, John Mullins and Randy Komisar present a field-tested process for rigorously stress-testing your initial business idea, and using the evidence you uncover to make swift corrections that tip the business equation in your favour. Whether launching a new venture in the marketplace or inside your company, Getting to Plan B will help you replace assumptions with evidence - and vastly improve your odds of success. 

    About the authors

    John Mullins is an Associate Professor of Management Practice at London Business School. Randy Komisar is a Partner at Kleiner Perkins Caufield & Byers. 


    Buy a copy from Amazon UK 

    Buy a copy from Amazon US

    Visit the Getting to Plan B website.

Assistant

Contact Amanda-Jane Asifo

Email: aasifo@london.edu

Tel: +44 (0)20 7000 8614


Research Interests


  • Opportunity assessment
  • Business model innovation
  • Venture capital
  • Entrepreneurship in emerging markets.