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Entreprenuers

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Entrepreneurship

Entrepreneurship

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  • 1. Chapter 1 Understanding Entrepreneurship
  • 2. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 2 Learning Objectives • Define entrepreneurship • Explain the role of entrepreneurship in economic growth • Distinguish entrepreneurial ventures from small businesses in terms of their purpose and goals. • Describe the evolution of entrepreneurship as a field of study since the 1960s • Identify today’s broad trends in the field of entrepreneurship.
  • 3. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 3 Definition of Entrepreneurship • Entrepreneurship is a mindset that is: – opportunity-focused – innovative – growth-oriented
  • 4. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 4 The Promise of Entrepreneurship • An integrated input/output model • The career assessment approach • The new venture creation process
  • 5. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 5 Figure 1.1: The Entrepreneurship Process
  • 6. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 6 Figure 1.2: Entrepreneurship and Technological Change
  • 7. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 7 Outcomes of Entrepreneurship • Economic growth • New industry formation • Job creation
  • 8. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 8 Difference between Entrepreneurs & Intrapreneurs Entrepreneurs 1. Visionary 2. Found anywhere their vision takes them 3. Face many hurdles, and are sometimes ridiculed and riddled with setbacks 4. Work to raise resources and may find it difficult 5. May lose everything when they fail 6. know the business on a macro scale Intrapreneurs 1. Implementation: attention to details 2. Work within an organization 3. May sometimes have to deal with conflict within the organization but can not afford to have dis- respect 4. Work with resources readily available to them 5. Still have a paycheck to look forward to (at least for now) if they fail 6. Are highly skilled and specialized
  • 9. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 9 New Industry Formation • New industries are born when technological change produces a new opportunity that an enterprising entrepreneur seizes. • Disruptive or metamorphic technologies that destroy previous technologies and create new industries display a different pattern of behavior. • The pattern of growth, shakeout, stabilization, and decline of industry can be interrupted at any time by the entry of another disruptive technology.
  • 10. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 10 Figure 1.3: Industry Life Cycles Source: Adapted from M. R. Darby and L. G. Zucker, “Growing by Leaps and Inches: Creative Destruction, Real Cost Reduction, and Inching Up,” Economic Inquiry, January 2003, pp. 1-19 (January 2003).
  • 11. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 11 Job Creation • The most recent data from 2003 indicate that small businesses created 1,990,326 net new jobs as compared to 994,667 for large firms.* *U.S. Bureau of the Census; Administrative Office of the U.S. Courts; Endogenous Growth and Entrepreneurial Activities.
  • 12. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 12 The Nature of Entrepreneurial Start-ups • An entrepreneurial venture brings something new to the marketplace. • Three primary characteristics: 1. Innovative 2. Value-creating 3. Growth-oriented
  • 13. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 13 New Business Formation • Entrepreneurs use identifiable milestones to measure their progress: – Deciding to start a business – Researching the concept – Preparing for launch – Securing the first customer – Obtaining the business license – Other activities which signal the business is in operation
  • 14. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 14 Figure 1.4: Social, Political, and Economic Context of the Entrepreneurial Process Source: Paul D. Reynolds. (2000) National Panel of U.S. Business Start-ups: Background and Methodology. Databases for the Study of Entrepreneurship, Amsterdam: JAI/Elsevier Inc. Vol. 4, pp. 153-227.
  • 15. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 15 New Business Failure • Not all entrepreneurs succeed in growing their start-up into an established business. • Survival has been attributed to sufficient capital, having employees, and the entrepreneur’s intention in starting the business.
  • 16. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 16 Table 1.1: Starts and Closures of Employer Firms, 2001-2005 Sources: U.S. Bureau of the Census; Administrative Office of the U.S. Courts; and U.S. Department of Labor, Employment and Training Administration.
  • 17. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 17 Socially Responsible Entrepreneurship • Today more than 85 percent of the company’s employees are involved in philanthropy. • One company uses the following mission: The mission is to “use Salesforce.com’s people, technology and relationships to improve our communities, inspire youth to be more successful, support the world during times of extreme need, and promote compassionate capitalism.”
  • 18. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 18 The Entrepreneurial Revolution • Free enterprise as foundation of entrepreneurial motivation – Marc Andressen, Netscape Communications – Howard Schultz, Starbucks
  • 19. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 19 Figure 1.5: The Entrepreneurial Evolution
  • 20. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 20 Entrepreneurial Trends • Women and minority-owned businesses • Social responsibility • The Internet • Globalization
  • 21. Copyright © Houghton Mifflin Company. All rights reserved. 1 | 21 Looking Ahead • Part One: The Opportunity – Chapter 1: Introduction to Entrepreneurship – Chapter 2: The Entrepreneur’s Perspective – Chapter 3: Opportunity Recognition – Chapter 4: The Business Concept and Model • Part Two: Feasibility Analysis (Ch 5-8) • Part Three: The Business Plan (Ch 9-16) • Part Four: Growth and Change (Ch 17-19)