1. Module 1
IDENTIFY THE NEED OF THE
ENTREPRENEUR

2. Presentation trainer
Henrik Andersen,
Business Link, Central Denmark
Background for teaching this topic:
Experienced tutor, trainer and researcher.

3. Learning objectives
• Identify different entrepreneurial profiles
• Identify and distinguish between different
needs of entrepreneurs

4. Lesson plan
LESSON PLAN – LECTURER GUIDE
Identify the need of the entrepreneur
Duration Content Learning Activities Resources
10’ Introduction to the education Power Point
handouts
30’ The nature of the Lecture exposition
entrepreneur
20’
Understanding differences Lecture exposition
1h 30’ Theory about entrepreneur Lecturer exposition and PowerPoint
profiles: case studies Handouts
- Characteristics
1h 20’ Tutoring the different Lecture exposition, PowerPoint
entrepreneur profiles - exercises and Handouts
according to their needs discussions
10’ Evaluation Discussion and student
questionnaire

5. The nature of the Entrepreneur
Whom are we dealing with?
9 Dec. 1978;
Revenue US $51.12 billion (2007)
Operating income US $18.52 billion
Net income US $14.06 billion
Employees76,539 (2007)
SloganYour potential. Our passion

6. The nature of the Entrepreneur
Definition:
Entrepreneur is a term applied to the type of personality who is willing
to take upon herself or himself a new venture or enterprise and
accepts full responsibility for the outcome.
The word entrepreneur originates from the French word “entreprendre”,
which means “to undertake”. In a business context it means to start
a business.

7. National statistics
For instance:
• Annual rate for business startups
• Mortality rate
• International rating (GEM)
• Growing rates for new enterprises
• Categories like:
gender, age, business type etc.

8. Differences
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Entrepreneurs can also be classified by gender,
business type, age, geography, education, etc.

9. Differences
• All entrepreneurs are unique
• They have different needs, motives, goals and
personalities
• They act differently
• They need different service, treatment and tutoring.
• They will benefit differently from the tutoring service.
How do we identify who is who?

10. Stereotypes:
Alpha- and Beta-entrepreneurs
A friend introduced me to a noteworthy line of
thinking recently. It went something like this:
“There are two types of entrepreneurs in this world: Alpha entrepreneurs and beta entrepreneurs.
Alpha entrepreneurs are the guys that are naturally risk tolerant, even irrational
dreamers; they’re charismatic and marshal folks around them to develop a company
that’s viable. Alphas take the first step.
Beta entrepreneurs, on the other hand, are very execution focused, basically rational
when it comes to risk, and bring to bear a learned skill set. They take problems and set
about methodically solving them. Betas make entrepreneurship work.”
So, my friend says,
“We need to stop encouraging alpha entrepreneurship. You can’t teach someone to be
an alpha. What we can do is teach folks to be betas. A community doesn’t need a ton
of alphas, but it needs lots of betas.”
Published March 23rd, 2008 in Entrepreneurship

11. Stereotype:
Nine personality types of entrepreneurs.
1. The Improver (do it better, moral, ethics)
2. The Adviser (Give the customers what they want)
3. The Superstar (charisma, energy, mega-drive, workaholic)
4. The Artist (creativity, uniqueness, innovations)
5. The Visionary (A company based on visions and expectations for the future)
6. The Analyst (Problem solving, technical & systematic)
7. The Fireball (high level of energy, impulsive, optimistic, follows all ideas)
8. The Hero (leadership skills and competences, controlling crisis, break all barriers)
9. The Healer (inner peace, harmony, good karma, human resource developer)
Source: sbinformation.com

12. Stereotype:
Indian Institute of management
• The Opportunistic Type
⇒ Expectations of higher income, the “dreamer”
• The Negative “Push” Type
⇒ Expectations of a better work life (dissatisfaction with the present situation …)
• The Managerial Type
⇒ Managerial type and leadership skills, building a company
• The New Craftsman Type
⇒ self-made man, need of autonomy, proof of competence
• The Idea driven opportunist Type
⇒ A mix of all four types
Source: Madhushree Agarwal,
Indian Institute of Management, Calcutta, Jan. 2004

13. Motivation
• Be self-determining / your own master => autonomy / harmony
• More interesting work => ambition / challenge
(professional, personal and business challenges)
• Greater freedom of action / flexibility => harmony / challenge
• Earn more money / improve living standard (MEN) => tradition / ambition
• Combine work and home (family) (WOMEN) => self-realisation /harmony
• Miscellaneous: e.g. demands/offers from suppliers, unemployment etc. => because… / tradition
Push or Pull?

14. Drive
Four types of entrepreneurs:
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15. Types of entrepreneurs
• The growth-oriented => Ambition
• The project-oriented => Harmony
• The Lifestyle entrepreneur => Self actualization
• The traditional entrepreneur => Tradition

16. The growth-oriented entrepreneur
• Personal:
high level of professionalism, ambitions for growth, the company comes first,
scientific education/approach, a man
• New knowledge:
professional network, professional specialists, problem => cause (… and it can
be solved)
• Development / renewal:
proactive, adapt or “turn upside down”, OK with sale of company (or share…)
• Practical guidance / advice:
detailed business plan, focus on the product, no general (holistic) vision,
• Typical sectors:
IT, Business Intelligence (system development/sale), Medico, research-related
activities and businesses, production, concept-sales …

17. The project-oriented entrepreneur
• Personal:
high level of professionalism, ambition to “try it out”, family and leisure are
(also)important, considers the general picture (holistic minded), humanities
education/approach, does not “run” a business but “runs him-/herself”.
• New knowledge:
professional and business-related network, especially inclination to discuss, Don’t
understand experts, problem => many causes, major user of various networks,
shares knowledge with others
• Development / renewal:
very up-to-date professionally, proceeds only if it is ethically, professionally and
conceptually correct
• Practical guidance / advice:
broad business foundation, commercialisation can be difficult, not ambitious for the
business but on his own behalf, “everything is considered from all angles”.
• Typical sectors:
consultants (soft values), design (one-man operations), psychologists, event

18. The lifestyle entrepreneur
• Personal:
dissatisfied with “previous” life, attended many courses, in-service training, realisation
of creative gene, change of sector, spiritual orientation and considers the whole
picture (holistic), a woman
• New knowledge:
likes courses, is together with “like-minded” people, likes to talk with people who listen
• Development / renewal:
partnership with like-minded people, business development not important, must be
rewarding and fun, must suit the life situation (most important)
• Practical guidance / advice:
enthusiastic concerning product/service, thinks that “everybody/a lot of people” will
buy, “small is good”, earnings aren’t so important (doesn’t need to …)
• Typical sectors:
masseuse, author of children’s books or similar with children, therapy, provider of
alternative treatments, sale of slimming cures, cremes, herbal products etc., web
shops

19. The traditional entrepreneur
• Personal:
professional education, well-defined product, wants to make money, wants only “to
work” – not interested in running and developing a business
• New knowledge:
practical work – tries things out, short specialist rewarding courses, talks with friends
and colleagues, “how hard can it be??”
• Development / renewal:
new people in the company (employees, generations), new
tools/machines/products, some become growth companies (growth niches; often
determined by the state of the economy / conjuncture))
• Practical guidance / advice:
product IS defined – not up for discussion, only need a budget – and up and
running!, thinks having a company/accountant is a lot of bother
• Typical sectors:
clothing shops, carpentry and other craftsmendriven business, flowers- and other

20. Business cases
The growth-oriented The project-oriented
Benee Huse A/S C3 Consulting - I thought that it
was only my
qualifications I had
- I have rewritten to sell
the business plan
three times
The Lifestyle entrepreneur The traditional entrepreneur
Olisan.dk StjerneBlomsten
- The name of the
company consists - I had to start my
of the names own business
Oliver and Sander

21. The General view
Type: Growth Project Lifestyle Traditional
Method:
Business x x
plan
Tutoring x
Other
(advisoring,
tools on net,
testing etc.)

22. Exercise 1
Find keywords for:
• Growth potential
Tools
• Project-oriented
Dialogue
• Lifestyle
Motivation
• Traditional
• Tools:
business plan (different
types), starting guidelines,
VIQ/Growth profile, guides, • Dialogue:
other …. process, “cash payment”,
solution-oriented, neutral,
possibilities, inquiring,
coaching, confirming,
• Motivated by …
supporting …..
good advice and guidelines,
defining problems, analysis,
inquiries, experts, networks,
tasks, problems …

23. Exercise 1
Type: Growth Project Lifestyle Traditional
Tool – dialogue –
motivation.
Business plan
Guides
Strategy tools
Dialogue
(Expert or dialogue
or neutral)
Type: Tasks /
motivation
=> Which tasks
provide motivation?

24. Discussion
Now!
Commercialisation
… Later!Commercialisation
Traditional Growth Traditional Growth
Individual/team Individual/team
Lifestyle Project Lifestyle Project
• Is it possible to move the entrepreneur from one type to another?
• Is this a desirable action?
• Are needs (and behaviour) changing over time?
• How can this knowledge be included in tutoring entrepreneurs?

25. Critical or creative thinking
CRITICAL THINKING VS. CREATIVE THINKING
left brain vs. right brain
analytic vs. generative
vertical vs. lateral
focused vs. diffuse
objective vs. subjective
probability vs. possibility
verbal vs. visual
linear vs. associative
yes but …. vs. yes and …..

26. Discussion
But how do we avoid killing the ideas
with practicalities and formalities?

27. Discussion:
What makes an entrepreneur succesful?
is it …
•The business idea / product???
or, is it …
•The personality of the entrepreneur / the
entrepreneural team ???