Do you know what it takes to build a successful business? You need to know how to Think and work like a business person - tlBP (TM). This session introduces you with the Romanian landscape of the entrepreneur, the opportunity, the challenges, and the need for the Romanian Entrepreneurs wannabes to Think Like a Business Person - tlBP (TM). We set-up the stage later introducing the educational program we are running - tlBP. tlBP is made to address the challenges and entrepreneur is facing - from forming a team to making the first sale, working with investors to becoming a complete leader. during our tlBP sessions we shall learn how to work together and in teams innovate learn by doing be critical (analyze / compare / contrast) startup a business find guidance and mentoring in the process find investors to guide you and and shoulder your efforts understand how to network and open doors Reach back to us for more information and support.

1. think like a business person
session #1
the economy, the culture, the
entrepreneur and the team

2. index
The economy
Chiaimerica, Chindia, EurAmerica & others
Hostede's view on country and organizational
culture
The entrepreneur
Global Entrepreneurship Monitor - statistics
Successful Entrepreneurial teams

3. reference: ft.com
Chindia, EurAmerica & the rest

4. ChinIdia, Euramerica & the rest

5. Hostede's organizational culture
Geert Hofstede - an influential Dutch
researcher in the fields of organizational studies
and more concretely organizational culture,
also cultural economics and management
(wikipedia)
● Power Distance (PDI)
● Individualism versus Collectivism (IDV)
● Masculinity versus Femininity (MAS)
● Uncertainty Avoidance (UAI)
● Long Term Orientation (LTO)
http://geert-hofstede.com

6. this is how Ro org culture looks like
http://geert-hofstede.com

7. this is how Ro org culture looks like
http://geert-hofstede.com
tr=75.6M bg=7.3M ro = 18.6M
(source wikipedia)au=8.4M hu=9.9M (source wikipedia)

8. black cherry on the cake - we &
Russia are the same!
consider this: 1. power & transparence
2. love the success of individuals &
teams
3. don't wait for others, pull if you
cannot all push
4. take calculated risks no pain / no
gain
5. think short and long term / be flexible
and know when to change strategies

9. define: Entrepreneur
AN INDIVIDUAL WHO, THROUGH
PERSONAL DRIVE AND NOVEL TECHNICAL
OR MANAGERIAL INSIGHTS, IS ABLE TO
ACHIEVE SIGNIFICANT GROWTH FOR A
FIRM HE OR SHE OWNS OR MANAGES FOR
OTHER PROVIDERS OF CAPITAL

10. Statistics - Global
Entrepreneurship Monitor (GEM)
Country / Stage /
2012 (2007) %
Nascent
0-1 years
New
1-2 years
Early Stage
3.5 - 5 years
Established
5 years ++
US 9(6.5)% 4(3.4)% 13(9.6)% 9(5)%
UK 5(2.9)% 4(2.7)% 9(5.5)% 6(5.1)%
Japan 2(2.2)% 2(2.2)% 4(4.3)% 6(8.7)%
China 5(6.9)% 7(10)% 13(16.4)% 12(8.4)%
Brazil 4(4.3)% 11(8.7)% 15(12.7)% 15(9.9)%
Russia 3(1.3)% 2(1.3)% 4(2.7)% 2(1.7)%
Romania (2008) 6(2.5)% < 50% 4(1.6)% < 50% 9(4)% < 50% 4(2.1)% 50%

11. stages of a business, growth &
confidence
reference: MBS - Francis C. & Ray Oakey

12. best way ahead is to team up
● you (who are you / what do you know / who
do you know)
● the partners - don't compromise for very best
● handle well frictions - by being prepared
● start with optimism, trust and empathy
Process:
acquire motivation -> find idea -> idea validation -> find
resources -> Negotiation Entry -> Birth & survival of the
Business adapted from MBS - Francis C. & Ray Oakey

13. there are high R&D expenditure
and funding costs
adapted from MBS - Francis C. & Ray Oakey

14. moving forward learn on how
best to succeed by coming to tlBP
we shall put you to:
● work together
● innovate
● learn by doing
● be critical (analyze / compare / contrast)
● make a business
● guide you in the process
● invest and shoulder your efforts
● network / open doors

15. Thank you!
Q&A
on tlBP - follows shortly
#2

17. Backup #1 - biz entry strategies
•Developing a new product or service.
•Developing a better product or service.
•Buying a franchise.
•Exploiting an existing product or service
•Finding a sponsor for a start-up enterprise.
•Acquiring a going concern.
adapted from MBS - Francis C. & Ray Oakey

18. Backup #2 - high opportunity idea
Economic Issues
Profit after tax 10% or more, durable
Breakeven In under two years
Positive cash flow In under two years
ROI potential 25% or more per year
Capital requirements Low to moderate, fundable
Exit mechanism Attractive, clearly seen
Abridged from: Timmons 1994, p46 / Francis & Ray @ MBS