Define e-market and describe how they differ from traditional market An e-market, or electronic market, is a virtual marketplace where buyers and sellers can engage in transactions through the use of digital platforms, such as websites, mobile apps, or social media. E-markets have become increasingly popular in recent years due to their convenience, accessibility, and global reach.

1. Entrepreneurial Skills
Entrepreneurship
BCMS401

2. Entrepreneur..
“An entrepreneur is the person
who takes risks and start
something new.”
Entrepreneurship
Entrepreneurship is the process of identifying and starting a new business venture, sourcing
and organizing the required resources, while taking both the risks and rewards associated with
the venture.
Department of Management

3. What are the Entrepreneurial
Characteristics, skills…
Department of Management

4. Characteristics of an Entrepreneur…
Confidence
• Risk taker
• Self confident
• Positive
• Persuasive
Flexibility
• Flexible
• Adaptive
• Change is an
opportunity
• Tolerates ambiguity
Competition
• Competitive
• Takes initiative
• Goal-driven
Core values
• Trustworthy
• Honest
Drive
•Highly
motivated
• High energy
• Determined
• Persevering
Problem-solving
• Problem solver
• Creative
• Innovative
• Imaginative
• Learns from failure
The farmer
entrepreneur
Department of Management

5. Entrepreneurial Skills
Ability to plan
Marketing
Interpersonal skills
Personal effectiveness
Team building skills
Leadership skills
Communication skills
Self confidence, etc.
Department of Management

6. 6
Personality
10.4 %
Creativity
6.2 %
Need for Achievement
10.4 %
Leadership
12.5 % Risk Taking
16.7 %
Energy
43.8 %
Department of Management

7. STAGES OF EFFECTIVE
ENTREPRENURIAL DEVELOPMENT
Empowerment
Learn from direct experience
Business planning
Vision building
Acceptance
Awareness
Department of
Management

8. STAGES OF EFFECTIVE ENTREPRENURIAL DEVELOPMENT
Stage of
development
In this stage, the farmer
Awareness Examines who he is, clarifies
his values, personality,
motivations, capabilities and
personal resources. He becomes
consciously aware of who he is
and what he has.
Acceptance Identifies, recognizes and accepts
his strengths and weaknesses
Vision building Sets long-term goals for himself
and his farm business
Business planning Develops a business plan and
action plan to achieve his vision
Learn from direct
experience
Implements the plan, reflects on
the results to learn from the direct
experience
Empowerment Becomes empowered; the
competencies acquired match
his personal strengths and
weaknesses and his goals
Department of
Management

9. Case Studies on
Entrepreneurial Leadership
Department of Management

10. Apple Inc.'s Historical Milestones
Department of Management

11. Steve Job’s Leadership Style
Department of
Management

12. Steve Job’s Leadership Characteristics*
Visionary
Persuasive Gifted
Inspirational Detail
Oriented Passionate
Relentless Blunt
Manipulative
Rude
Dismissive
Spiteful
Transformational
Leadership
Hostile
Autocratic and
Pace-setting
Approach
*drawn from comments and quotes from friends, colleagues,
employees, fans, anc competitors
Department of
Management

13. Steve Job is a Transformational Leader
• When Jobs returned to Apple in 1997, his assessment was that the company was ninety days from
going bankrupt
• In May 1998, Jobs announced the new direction for Apple to focus on just four core products:
laptops for consumers & professionals & desktops for consumers & professionals. The direction
was simple & clear.
• The high value placed on ideas is one of the things that Steve burned into the Apple culture & it will
likely to continue to guide the company into the future
• Steve Jobs
 became a steward of creative thinking & became its greatest advocate while expecting such
behaviour from each employee
 built an organization that recognized the needs for creativity,
Department of Management

14. Job’s Impact on Organizational Behaviour
Organisational Climate
1. Flexibility- Apple employees are encouraged, even expected to
continually innovate, but always within the boundaries of Steve‟svision
2. Responsibility- Most Apple employees proudly feel a deep, abiding sense of responsibility towards
the company and behave accordingly
3. Standards- Steve sets very high standards for performance and innovation, and every Apple
employee is expected to adhere and exceed those standards
4. Rewards- Apple‟sremuneration is on par with market trends, and they do not seem to be focused on
obtaining and retaining talent through hygiene factors
5. Clarity- Every Apple employee has a clear sense of what they need to do on a day-to-day basis
6. Commitment- Despite his brusque manner, most Apple employees remain committed to
realizing Steve‟svision
Department of Management

15. Evidence of Organizational Effectiveness
Steve Left Steve Came Back
Steve Left
For Good
Department of Management

16. Staff force for Apple, Microsoft and HP.
100,000
50,000
0
150,000
200,000
350,000
300,000
250,000
2004 2005 2006 2007 2008 2009 2010
Staff Force (2001-2010)
HP
Microsoft
Apple
2001 2002 2003
(Source: Financial Reports)
Department of Management

17. Profit per Employee
(Source: Yahoo Finance)
1. With 46,600 employees and a turnover of 20 billion dollars in 2010, each Apple‟s
employee generates a turnover of 419 528 dollars per year.
2. While, Microsoft with 244,831 dollar at 3rd place. And HP with 28,096 dollar per
year.
Department of
Management

18. Comparisons with other Leaders
• Born in September 1954
• A UCLA drop out
• Six time Forbes Businesswoman of the year
• First female CEO of a fortune 20 company
with a mandate to shake things up
• Also known as “Fiorina Shakeup”
She is Carly Fiorina
CEO of Hewlett-Packard (1999 to 2005)
Department of Management

19. Comparisons with other Leaders
Carly's Leadership
Carly’s leadership traits
• Fostered a top-down approach to management (Transactional). Conflicted with the old-
style of HP: a completely decentralised management approach
• Exhibited a truly coercive – pace-setting leadership style
• Dynamic and headstrong leader
• Highly motivational speaker
• “Consummate” Saleswoman – Customer satisfaction
Department of
Management

20. Comparisons with other Leaders
Carly's Leadership
Carly’s downfall as a leader
• Was not able to delegate tasks
• Move too fast and too drastic with changes for the organization to
cope
• Neglected to foster employee needs resulted in high turnover
• Was not able to form and communicate a cohesive, convincing and powerful vision of HP‟s
future
Department of
Management

21. Comparisons with other Leaders
Carly's Leadership - A Transactional Leader
Conclusion
• Carly failed to execute HP‟sstrategy and deliver improvements in HP‟sprofits and stock
price
• Was asked by HP‟sBOD to resign due to lack of leadership skills needed to take
advantage of emerging market opportunities
• Indeed, Carly was a very good businesswoman but she could not prove herself as a
leader.
• She saw her downfall when she could not relate to her employees, and
without followers, there cannot be a leader
• Perhaps, Carly could be a successful leader by adding more people centred leadership
skills into her highly dominant job centred leadership style.
Department of Management

22. Comparisons with other Leaders
Carly‟s Leadership
Hewlett Packard‟sOrganizational Effectiveness
Carly left HP
Carly helm as CEO 1999
to 2005
Carly joined HP
Department of
Management

23. Comparisons with other Leaders
Bill Gates'Leadership
1. Co-founded Microsoft with Paul Allen
2. Philosophy – his vision turned to his philosophy which ultimately the focus is about
running software in every computer
3. Fast in taking in ideas and turned them into a successful product –
„95Microsoft response to internet with the launch of MSN
4. Transformational Leader – visionary, and inspirational
5. Authoritative, and Democratic – free hand to research and create teams for more
product development & launches BUT careful in control and judgement
6. Microsoft 2005 from 7 decentralised business unit converted to 3 centralised units.
Department of
Management

24. Comparisons with other Leaders
• Bill Gates'Leadership
• Characteristics
1. Intelligent
2. Visionary
3. Passionate
4. Innovative
5. Risk Bearer
6. Continuous Learner
Department of Management

25. Comparisons with other Leaders
Bill Gates‟Leadership
• Microsoft IPO in 1986 at $21.00 (13 March 1986) Close at $28.00
• Pays a quarterly dividend of $0.20
• Stocks has split 9 times over 26 years
Department of
Management

26. Comparisons with other Leaders
Department of Management

27. Conclusion
1. Industries that experience a high rate of change and uncertainty (in terms of products,
paradigm shifts, business climate) like computing, internet services and
telecommunications benefit more from transformational leadership than any other
leadership model. The success of an organization within these industries depend heavily on
the vision of its leader to successfully navigate the inherent uncertainties.
2. Transformational Leaders who are proven visionaries are able to easily gather around
them people who are willing to buy into their visions and passionately commit to
making them a reality.
3. Both Jobs and Gates are considered Transformational Leaders because of their ability to
inspire high levels of innovation, creativity and productivity from their employees through
their visions
4. A leader can afford to be autocratic, even dictatorial and still lead an organization
successfully as long as the leader continues to be successful in his role as a visionary.
Department of Management

28. Thank You
All rights reserved @ 2012
Department of Management