The document discusses the evolution of entrepreneurship in India across three phases. In pre-British India (Phase 1), villages were self-sufficient and people worked as farmers, artisans, and craftsmen. During British rule (Phase 2), Indian entrepreneurship declined due to competition from British industries, mechanization, and a shift towards white-collar jobs. After independence (Phase 3), entrepreneurship development faced challenges like a lack of skilled labor and infrastructure. Government policies aimed to promote industrialization, increase incomes, and reduce inequalities. Entrepreneurial development programs were introduced to support economic growth and job creation.
Entrepreneurship & New Venture Creation-(3.1)-Module-1VisualBee.com
The document discusses entrepreneurship and what is required to create successful entrepreneurs in India. It defines entrepreneurs as individuals who undertake risks to start new businesses. It outlines four key areas needed to develop entrepreneurs in India: creating the right environment for success, ensuring access to relevant skills, access to startup capital, and networking opportunities. The future of entrepreneurship in India is promising as both central and state governments are increasingly supporting new business creation through incentives and infrastructure development.
The document discusses the concept of entrepreneurship. It defines entrepreneurship as developing, organizing and running a business to generate profit while taking on financial risk. It describes the key elements of entrepreneurship as the entrepreneur, their characteristics like risk-taking and innovation, and the importance of entrepreneurship in creating jobs, growing the economy and meeting customer needs. Causes of entrepreneurial failure discussed include a lack of planning, market knowledge, skills and funding. Real world examples of successful entrepreneurs from the Philippines are also provided.
This document discusses strategic entrepreneurship and open innovation. It begins by defining strategic entrepreneurship as entrepreneurial actions through exploiting opportunities in the external environment with a strategic perspective involving innovation efforts. Several models and frameworks related to strategic entrepreneurship, opportunity analysis, and entrepreneurial resources and skills are presented. The document then contrasts closed innovation, which assumes knowledge comes from within an organization, with open innovation, which involves purposely managing knowledge flows across organizational boundaries. External open innovation activities discussed include purchasing technologies, licensing, joint ventures, contract R&D, and customer involvement.
Starting a new business presents significant challenges including financial issues, time management problems, market uncertainties, weak teams, and potential legal issues. Some of the key challenges are a limited initial budget and cash flow constraints, the tremendous time commitment required which can impact personal life, properly understanding customer demand and market conditions, building a strong management team, and ensuring compliance with relevant laws and regulations. An alternative to starting from scratch is purchasing an existing established business to avoid these common start-up struggles.
This document compares and contrasts entrepreneurs, managers, intrapreneurs, and entrepreneurship. An entrepreneur starts their own business and takes on financial risk, while a manager controls and administers an existing organization. An intrapreneur is an employee who uses entrepreneurial skills to benefit their organization. Entrepreneurship is the practice of starting new organizations in response to opportunities. The document outlines key differences such as entrepreneurs focusing on new startups while managers focus on ongoing operations, and entrepreneurs using their own resources while intrapreneurs use company resources.
There are several ways to classify types of entrepreneurs based on factors like the type of business, use of technology, ownership structure, gender, size of enterprise, and behavior. Some of the main types include trading entrepreneurs, manufacturing entrepreneurs, agricultural entrepreneurs, technical entrepreneurs, non-technical entrepreneurs, private entrepreneurs, state entrepreneurs, joint entrepreneurs, men entrepreneurs, women entrepreneurs, small-scale entrepreneurs, medium-scale entrepreneurs, large-scale entrepreneurs, solo operators, active partners, inventors, challengers, buyers, and life-timers. An entrepreneur is ultimately someone who creates a product or service that people will buy by building an organization to support sales of that product or service.
The document defines entrepreneurship and discusses different theories of entrepreneurship. It defines an entrepreneur as someone who initiates a business by combining factors of production to supply goods and services. It discusses characteristics of entrepreneurs and factors that affect entrepreneurial growth. The document also defines intrapreneurs as individuals within an organization who create innovation and discusses characteristics of intrapreneurship. Finally, it summarizes several theories of entrepreneurship including economic, sociological, psychological, and other perspectives.
Entrepreneurship & New Venture Creation-(3.1)-Module-1VisualBee.com
The document discusses entrepreneurship and what is required to create successful entrepreneurs in India. It defines entrepreneurs as individuals who undertake risks to start new businesses. It outlines four key areas needed to develop entrepreneurs in India: creating the right environment for success, ensuring access to relevant skills, access to startup capital, and networking opportunities. The future of entrepreneurship in India is promising as both central and state governments are increasingly supporting new business creation through incentives and infrastructure development.
The document discusses the concept of entrepreneurship. It defines entrepreneurship as developing, organizing and running a business to generate profit while taking on financial risk. It describes the key elements of entrepreneurship as the entrepreneur, their characteristics like risk-taking and innovation, and the importance of entrepreneurship in creating jobs, growing the economy and meeting customer needs. Causes of entrepreneurial failure discussed include a lack of planning, market knowledge, skills and funding. Real world examples of successful entrepreneurs from the Philippines are also provided.
This document discusses strategic entrepreneurship and open innovation. It begins by defining strategic entrepreneurship as entrepreneurial actions through exploiting opportunities in the external environment with a strategic perspective involving innovation efforts. Several models and frameworks related to strategic entrepreneurship, opportunity analysis, and entrepreneurial resources and skills are presented. The document then contrasts closed innovation, which assumes knowledge comes from within an organization, with open innovation, which involves purposely managing knowledge flows across organizational boundaries. External open innovation activities discussed include purchasing technologies, licensing, joint ventures, contract R&D, and customer involvement.
Starting a new business presents significant challenges including financial issues, time management problems, market uncertainties, weak teams, and potential legal issues. Some of the key challenges are a limited initial budget and cash flow constraints, the tremendous time commitment required which can impact personal life, properly understanding customer demand and market conditions, building a strong management team, and ensuring compliance with relevant laws and regulations. An alternative to starting from scratch is purchasing an existing established business to avoid these common start-up struggles.
This document compares and contrasts entrepreneurs, managers, intrapreneurs, and entrepreneurship. An entrepreneur starts their own business and takes on financial risk, while a manager controls and administers an existing organization. An intrapreneur is an employee who uses entrepreneurial skills to benefit their organization. Entrepreneurship is the practice of starting new organizations in response to opportunities. The document outlines key differences such as entrepreneurs focusing on new startups while managers focus on ongoing operations, and entrepreneurs using their own resources while intrapreneurs use company resources.
There are several ways to classify types of entrepreneurs based on factors like the type of business, use of technology, ownership structure, gender, size of enterprise, and behavior. Some of the main types include trading entrepreneurs, manufacturing entrepreneurs, agricultural entrepreneurs, technical entrepreneurs, non-technical entrepreneurs, private entrepreneurs, state entrepreneurs, joint entrepreneurs, men entrepreneurs, women entrepreneurs, small-scale entrepreneurs, medium-scale entrepreneurs, large-scale entrepreneurs, solo operators, active partners, inventors, challengers, buyers, and life-timers. An entrepreneur is ultimately someone who creates a product or service that people will buy by building an organization to support sales of that product or service.
The document defines entrepreneurship and discusses different theories of entrepreneurship. It defines an entrepreneur as someone who initiates a business by combining factors of production to supply goods and services. It discusses characteristics of entrepreneurs and factors that affect entrepreneurial growth. The document also defines intrapreneurs as individuals within an organization who create innovation and discusses characteristics of intrapreneurship. Finally, it summarizes several theories of entrepreneurship including economic, sociological, psychological, and other perspectives.
The document discusses the concept of entrepreneurship, defining it as an innovative function that involves introducing new products, methods of production, markets, or supply sources. Entrepreneurship is characterized by risk-taking and involves connecting resources to organize new business ventures. Modern concepts view entrepreneurs as agents of change who transform resources into goods and services, often leading to industrial growth.
This document provides an introduction to small businesses, including definitions, characteristics, types, and importance. It defines a small business as independently owned and operated, with a small number of employees, assets, sales volume, and capital investment. The document outlines the key features of small businesses in developed and developing countries. It also discusses the role of small businesses in the Nepalese economy, noting they employ the majority of the population and are the economic backbone of Nepal. The challenges small businesses face and reasons for their survival in Nepal are also summarized.
Firms grow both organically and through acquisitions for several strategic and financial reasons. Strategically, firms seek to achieve economies of scale, improve market power, and diversify risks. Financially, growth can improve profits and shareholder returns. Firms may integrate horizontally within their industry, vertically along the supply chain, or diversify into unrelated businesses. Both large and small companies pursue organic expansion by developing new products and entering new markets.
This document provides an overview of entrepreneurship and entrepreneurial concepts. It defines entrepreneurship as involving innovation and risk-bearing. Factors that influence entrepreneurship emergence include family tradition, religious/cultural beliefs, and economic/political policies. Historically in India, certain communities like the Parsis, traders from South India, and trading castes promoted entrepreneurship through their involvement in domestic and international commerce. The document also discusses the need for entrepreneurship in generating employment, promoting small business dynamism, and enabling balanced economic development.
The document discusses various aspects of entrepreneurship including what entrepreneurs are, their common characteristics, how to plan to become an entrepreneur, challenges of business growth, managing a family business, and corporate intrapreneurship. Specifically, it notes that entrepreneurs notice opportunities and mobilize resources to create new goods/services, they often have traits like risk-taking and self-confidence, planning thoroughly is important, growth can require more formal structures, family businesses require clear roles/responsibilities, and intrapreneurs innovate within large companies.
A feasibility study is valuable for:
Starting a new business
Expansion of an existing business
Adding an enterprise to an existing business
Purchasing an existing business.
ENTREPRENEURSHIP AND SMALL BUSINESS MANAGEMENTMathu Shan
Entrepreneurship involves starting a business to produce goods and services, taking on financial and social risks and rewards. An entrepreneur recognizes opportunities, organizes resources, and takes initiative. Key aspects of entrepreneurship include innovation, risk-taking, identifying business opportunities, and mobilizing resources to capitalize on opportunities to create new products or services. Entrepreneurship results in new businesses being formed, greater organization of resources, wealth creation and new jobs.
The document outlines 15 key characteristics of a successful entrepreneur:
1. Hard work, business acumen, sincerity, prudence, achievement motivation, self-reliance, optimism, foresight, planning ability, innovativeness, risk-taking, secrecy maintenance, public relations skills, communication skills, and leadership. Successful entrepreneurs are passionate learners who work hard, take calculated risks, plan effectively, and have strong communication and people skills.
Entrepreneurship
Definition of entrepreneurship
10 D’s of Good Entrepreneur
Types Of Entrepreneurship
Characteristics of entrepreneurship
Importance
Barrier to Entrepreneurship
Internal and External Factor of Entrepreneurship
The document discusses the entrepreneurial process which consists of 5 stages: discovery, concept development, resourcing, actualization, and harvesting. Discovery involves generating business ideas and studying the market. Concept development involves creating a business plan. Resourcing involves acquiring financial and human resources. Actualization involves operating the business. Harvesting involves deciding on the business's future growth or demise.
Intrapreneurship involves taking on an entrepreneurial role within a large company by developing new ideas and innovations. An intrapreneur is defined as an individual within an organization who takes responsibility for turning ideas into profitable products through risk-taking and innovation. Companies benefit from intrapreneurship through competitive advantages from new innovations that intrapreneurs bring to market. Intrapreneurs benefit through flexibility, recognition, increased value to the organization, and increased compensation. For intrapreneurship to succeed, companies must encourage creativity, grant ownership to intrapreneurs, and treat intrapreneurial teams as profit centers.
The document defines an entrepreneur as someone who organizes and manages an independent business venture that involves risk in order to earn a profit. It then lists 10 key characteristics of successful entrepreneurs: they have an inner drive to succeed, are innovative, competitive, highly motivated and energetic, open to change, time conscious, risk takers, passionate, curious, and open minded. The document provides examples of famous Filipino entrepreneurs who demonstrate these traits, such as Henry Sy, Lucio Tan, Socorro Ramos, and John Gokongwei.
I’m a young Pakistani Blogger, Academic Writer, Freelancer, Quaidian & MPhil Scholar, Quote Lover, Co-Founder at Essar Student Fund & Blueprism Academia, belonging from Mehdiabad, Skardu, Gilgit Baltistan, Pakistan.
I am an academic writer & freelancer! I can work on Research Paper, Thesis Writing, Academic Research, Research Project, Proposals, Assignments, Business Plans, and Case study research.
Expertise:
Management Sciences, Business Management, Marketing, HRM, Banking, Business Marketing, Corporate Finance, International Business Management
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This document discusses the four main types of business ownership: sole proprietorship, partnership, corporation, and cooperative. It provides details on the characteristics of each: sole proprietorships have one owner who is fully responsible for profits and losses; partnerships split ownership between two or more individuals; corporations separate ownership into shares that can be publicly traded; and cooperatives are owned by their workers or users. Franchises are also discussed, which license a business model to local operators.
This document provides an introduction to entrepreneurship, including definitions and concepts. It discusses key topics such as:
- The definition of an entrepreneur and entrepreneurship from various perspectives.
- Entrepreneurial traits like innovation, risk-bearing, and passion.
- The differences between entrepreneurs, managers, and intrapreneurs.
- The entrepreneurial decision process and 5 stages: discovery, concept development, resourcing, actualization, and harvesting.
- The role of entrepreneurship in economic development through capital formation, job creation, wealth distribution, and more.
- Ethics and social responsibility for entrepreneurs.
It provides an overview of the major concepts and topics within the field
Significance of entrepreneur in economic developmentmehakarora305
The document discusses the concept of entrepreneurship. It defines an entrepreneur as an individual who takes initiative to establish a business and works on their own risk. Entrepreneurs are key figures in economic growth who coordinate various factors of production, take risks, and innovate through new combinations. The document outlines different types of entrepreneurs and the functions they perform such as organizing, managing risk, innovating, and making decisions. Entrepreneurship is important for economic development as it generates employment, income, and innovation.
The document discusses acquiring an established business venture through purchasing an existing business. It notes that buying an existing business can represent less risk than starting a new business from scratch. However, one must perform due diligence to understand the terms of the purchase. The document provides advice on evaluating business opportunities and established ventures through examining financial records, operations, competition, and viability factors. It also discusses different business valuation methods like asset-based, earnings-based, and market-based approaches.
This document discusses the key dimensions of social entrepreneurship including social vision, sustainability, social networks, and innovation while facing limited resources. It examines how the big five personality dimensions like openness, agreeableness, neuroticism, conscientiousness, and extroversion can influence someone's potential for social entrepreneurship. Commitment to social issues is driven by emotional affection and responsibility to address gaps and traumatic events, while sustainability emphasizes serving more people through natural capitalism and protecting ecosystems for long-term survival.
This document provides an overview of entrepreneurship, defining entrepreneurs as risk-takers who start new businesses. It discusses the mindset of entrepreneurs, including traits like seizing opportunities and always improving. The document also outlines the different forms entrepreneurship can take and reasons why entrepreneurs are important, such as creating most new jobs and solving problems through innovation.
E commerce, Joint venture, Franchising, Merger and AcquisitionMegha Anilkumar
This document discusses various models of e-commerce including business to consumer, business to business, consumer to consumer, and consumer to business. It also defines and provides examples of joint ventures, mergers and acquisitions, and franchising. Joint ventures involve pooling resources between two or more partners to accomplish a specific task. Mergers combine two companies into one new entity, while acquisitions involve one company purchasing another to become a subsidiary. Franchising provides brand recognition, standardized operations, and training in exchange for fees and royalties.
The document discusses the evolution of entrepreneurship in India through 3 phases: (1) pre-British India when villages were self-sufficient and farmers/artisans thrived, (2) a decline during British rule due to competition and loss of local industries, and (3) post-independence development through policies promoting agriculture, industry, and programs like EDP to support entrepreneurship. It also outlines issues women entrepreneurs face and the role entrepreneurship plays in economic development through job creation and harnessing local resources.
The document discusses opportunity identification and selection for new business ventures. It describes factors that influence business opportunities like demand levels and external support. Environmental analysis is important for identifying threats and opportunities in the rapidly changing business environment. The key steps for starting a new venture are identifying opportunities, developing a business plan, determining resource needs, feasibility analysis, and managing the new venture. Common challenges include funding, cash flow issues, and understanding the market. New ventures often fail due to lack of planning, funding, goals, cash flow management, industry understanding, and marketing. Sources of financing include equity, debt, leases, personal savings, and government programs.
The document discusses the concept of entrepreneurship, defining it as an innovative function that involves introducing new products, methods of production, markets, or supply sources. Entrepreneurship is characterized by risk-taking and involves connecting resources to organize new business ventures. Modern concepts view entrepreneurs as agents of change who transform resources into goods and services, often leading to industrial growth.
This document provides an introduction to small businesses, including definitions, characteristics, types, and importance. It defines a small business as independently owned and operated, with a small number of employees, assets, sales volume, and capital investment. The document outlines the key features of small businesses in developed and developing countries. It also discusses the role of small businesses in the Nepalese economy, noting they employ the majority of the population and are the economic backbone of Nepal. The challenges small businesses face and reasons for their survival in Nepal are also summarized.
Firms grow both organically and through acquisitions for several strategic and financial reasons. Strategically, firms seek to achieve economies of scale, improve market power, and diversify risks. Financially, growth can improve profits and shareholder returns. Firms may integrate horizontally within their industry, vertically along the supply chain, or diversify into unrelated businesses. Both large and small companies pursue organic expansion by developing new products and entering new markets.
This document provides an overview of entrepreneurship and entrepreneurial concepts. It defines entrepreneurship as involving innovation and risk-bearing. Factors that influence entrepreneurship emergence include family tradition, religious/cultural beliefs, and economic/political policies. Historically in India, certain communities like the Parsis, traders from South India, and trading castes promoted entrepreneurship through their involvement in domestic and international commerce. The document also discusses the need for entrepreneurship in generating employment, promoting small business dynamism, and enabling balanced economic development.
The document discusses various aspects of entrepreneurship including what entrepreneurs are, their common characteristics, how to plan to become an entrepreneur, challenges of business growth, managing a family business, and corporate intrapreneurship. Specifically, it notes that entrepreneurs notice opportunities and mobilize resources to create new goods/services, they often have traits like risk-taking and self-confidence, planning thoroughly is important, growth can require more formal structures, family businesses require clear roles/responsibilities, and intrapreneurs innovate within large companies.
A feasibility study is valuable for:
Starting a new business
Expansion of an existing business
Adding an enterprise to an existing business
Purchasing an existing business.
ENTREPRENEURSHIP AND SMALL BUSINESS MANAGEMENTMathu Shan
Entrepreneurship involves starting a business to produce goods and services, taking on financial and social risks and rewards. An entrepreneur recognizes opportunities, organizes resources, and takes initiative. Key aspects of entrepreneurship include innovation, risk-taking, identifying business opportunities, and mobilizing resources to capitalize on opportunities to create new products or services. Entrepreneurship results in new businesses being formed, greater organization of resources, wealth creation and new jobs.
The document outlines 15 key characteristics of a successful entrepreneur:
1. Hard work, business acumen, sincerity, prudence, achievement motivation, self-reliance, optimism, foresight, planning ability, innovativeness, risk-taking, secrecy maintenance, public relations skills, communication skills, and leadership. Successful entrepreneurs are passionate learners who work hard, take calculated risks, plan effectively, and have strong communication and people skills.
Entrepreneurship
Definition of entrepreneurship
10 D’s of Good Entrepreneur
Types Of Entrepreneurship
Characteristics of entrepreneurship
Importance
Barrier to Entrepreneurship
Internal and External Factor of Entrepreneurship
The document discusses the entrepreneurial process which consists of 5 stages: discovery, concept development, resourcing, actualization, and harvesting. Discovery involves generating business ideas and studying the market. Concept development involves creating a business plan. Resourcing involves acquiring financial and human resources. Actualization involves operating the business. Harvesting involves deciding on the business's future growth or demise.
Intrapreneurship involves taking on an entrepreneurial role within a large company by developing new ideas and innovations. An intrapreneur is defined as an individual within an organization who takes responsibility for turning ideas into profitable products through risk-taking and innovation. Companies benefit from intrapreneurship through competitive advantages from new innovations that intrapreneurs bring to market. Intrapreneurs benefit through flexibility, recognition, increased value to the organization, and increased compensation. For intrapreneurship to succeed, companies must encourage creativity, grant ownership to intrapreneurs, and treat intrapreneurial teams as profit centers.
The document defines an entrepreneur as someone who organizes and manages an independent business venture that involves risk in order to earn a profit. It then lists 10 key characteristics of successful entrepreneurs: they have an inner drive to succeed, are innovative, competitive, highly motivated and energetic, open to change, time conscious, risk takers, passionate, curious, and open minded. The document provides examples of famous Filipino entrepreneurs who demonstrate these traits, such as Henry Sy, Lucio Tan, Socorro Ramos, and John Gokongwei.
I’m a young Pakistani Blogger, Academic Writer, Freelancer, Quaidian & MPhil Scholar, Quote Lover, Co-Founder at Essar Student Fund & Blueprism Academia, belonging from Mehdiabad, Skardu, Gilgit Baltistan, Pakistan.
I am an academic writer & freelancer! I can work on Research Paper, Thesis Writing, Academic Research, Research Project, Proposals, Assignments, Business Plans, and Case study research.
Expertise:
Management Sciences, Business Management, Marketing, HRM, Banking, Business Marketing, Corporate Finance, International Business Management
For Order Online:
Whatsapp: +923452502478
Portfolio Link: https://blueprismacademia.wordpress.com/
Email: arguni.hasnain@gmail.com
Follow Me:
Linkedin: arguni_hasnain
Instagram : arguni.hasnain
Facebook: arguni.hasnain
This document discusses the four main types of business ownership: sole proprietorship, partnership, corporation, and cooperative. It provides details on the characteristics of each: sole proprietorships have one owner who is fully responsible for profits and losses; partnerships split ownership between two or more individuals; corporations separate ownership into shares that can be publicly traded; and cooperatives are owned by their workers or users. Franchises are also discussed, which license a business model to local operators.
This document provides an introduction to entrepreneurship, including definitions and concepts. It discusses key topics such as:
- The definition of an entrepreneur and entrepreneurship from various perspectives.
- Entrepreneurial traits like innovation, risk-bearing, and passion.
- The differences between entrepreneurs, managers, and intrapreneurs.
- The entrepreneurial decision process and 5 stages: discovery, concept development, resourcing, actualization, and harvesting.
- The role of entrepreneurship in economic development through capital formation, job creation, wealth distribution, and more.
- Ethics and social responsibility for entrepreneurs.
It provides an overview of the major concepts and topics within the field
Significance of entrepreneur in economic developmentmehakarora305
The document discusses the concept of entrepreneurship. It defines an entrepreneur as an individual who takes initiative to establish a business and works on their own risk. Entrepreneurs are key figures in economic growth who coordinate various factors of production, take risks, and innovate through new combinations. The document outlines different types of entrepreneurs and the functions they perform such as organizing, managing risk, innovating, and making decisions. Entrepreneurship is important for economic development as it generates employment, income, and innovation.
The document discusses acquiring an established business venture through purchasing an existing business. It notes that buying an existing business can represent less risk than starting a new business from scratch. However, one must perform due diligence to understand the terms of the purchase. The document provides advice on evaluating business opportunities and established ventures through examining financial records, operations, competition, and viability factors. It also discusses different business valuation methods like asset-based, earnings-based, and market-based approaches.
This document discusses the key dimensions of social entrepreneurship including social vision, sustainability, social networks, and innovation while facing limited resources. It examines how the big five personality dimensions like openness, agreeableness, neuroticism, conscientiousness, and extroversion can influence someone's potential for social entrepreneurship. Commitment to social issues is driven by emotional affection and responsibility to address gaps and traumatic events, while sustainability emphasizes serving more people through natural capitalism and protecting ecosystems for long-term survival.
This document provides an overview of entrepreneurship, defining entrepreneurs as risk-takers who start new businesses. It discusses the mindset of entrepreneurs, including traits like seizing opportunities and always improving. The document also outlines the different forms entrepreneurship can take and reasons why entrepreneurs are important, such as creating most new jobs and solving problems through innovation.
E commerce, Joint venture, Franchising, Merger and AcquisitionMegha Anilkumar
This document discusses various models of e-commerce including business to consumer, business to business, consumer to consumer, and consumer to business. It also defines and provides examples of joint ventures, mergers and acquisitions, and franchising. Joint ventures involve pooling resources between two or more partners to accomplish a specific task. Mergers combine two companies into one new entity, while acquisitions involve one company purchasing another to become a subsidiary. Franchising provides brand recognition, standardized operations, and training in exchange for fees and royalties.
The document discusses the evolution of entrepreneurship in India through 3 phases: (1) pre-British India when villages were self-sufficient and farmers/artisans thrived, (2) a decline during British rule due to competition and loss of local industries, and (3) post-independence development through policies promoting agriculture, industry, and programs like EDP to support entrepreneurship. It also outlines issues women entrepreneurs face and the role entrepreneurship plays in economic development through job creation and harnessing local resources.
The document discusses opportunity identification and selection for new business ventures. It describes factors that influence business opportunities like demand levels and external support. Environmental analysis is important for identifying threats and opportunities in the rapidly changing business environment. The key steps for starting a new venture are identifying opportunities, developing a business plan, determining resource needs, feasibility analysis, and managing the new venture. Common challenges include funding, cash flow issues, and understanding the market. New ventures often fail due to lack of planning, funding, goals, cash flow management, industry understanding, and marketing. Sources of financing include equity, debt, leases, personal savings, and government programs.
The document discusses entrepreneurship development and entrepreneurial development programs (EDPs). It defines entrepreneurship development as enhancing entrepreneurs' skills, knowledge, and abilities through training programs and education. EDPs aim to motivate individuals to pursue entrepreneurship and prepare them for business ownership. The key phases of an EDP are pre-training, training, and post-training follow-up. EDPs play important roles in stimulating entrepreneurship, supporting new businesses, sustaining existing businesses, and contributing to socioeconomic development. Government and private institutions provide various resources and assistance to entrepreneurs in India.
This document provides an overview of business environment analysis and entrepreneurship. It defines business environment and discusses factors like internal environment, market environment, and macro environment. It also explains tools for analyzing business environment like PESTEL analysis and SWOT analysis. The document outlines key elements of developing an effective business plan including executive summary, company description, products/services, marketing plan, financial projections, and more. Overall, the document presents concepts and frameworks for understanding a business's external environment and internal strengths/weaknesses as tools for entrepreneurial planning.
This document discusses establishing an Agri Business Incubator (ABI) at IIAM. It outlines the goal of preparing a business plan to support the incubator. It then discusses defining the incubator's focus, location, organizational structure, services, funding sources, and revenue model. The next steps are to gather feedback, develop a draft business model, identify resources and funding, and draft a memorandum of agreement with ICRISAT to finalize the business plan for the ABI at IIAM.
Blue Ocean Strategy For Entrepreneurship Promotion Dr DhamejaNITTTR Chandigarh
The author has applied the latest management strategy Blue Ocean Strategy for promotion of entrepreneurship in Technical, Vocational Education and Training System (TVET).
This document provides an overview of entrepreneurship, including definitions of entrepreneurs and their key characteristics. It discusses factors that influence entrepreneurship such as economic, social, and psychological factors. It also outlines different types of entrepreneurs, functions of entrepreneurs, theories of entrepreneurship, and entrepreneurship development programs. The document aims to introduce fundamental concepts about entrepreneurship.
The document summarizes key aspects of entrepreneurship and business management for a workshop, including definitions of entrepreneurship and entrepreneurs, the reasons for and roles of entrepreneurship, strategic importance of small businesses, and considerations for marketing, operations, financial, product, and organizational management for entrepreneurs and small businesses. Key challenges for small businesses include competing without mass production capabilities and accessing financing. The document emphasizes the need for entrepreneurs to be innovative, focus on market analysis and technology, and differentiate their offerings rather than competing directly with larger firms.
ENTERPRENEURSHIP lecture note unit threeworkinehamanu
This document discusses business formation and small business development. It defines small businesses based on factors like number of employees, startup capital, market share, and management control. Small businesses play an important role in developing economies by creating jobs, promoting self-employment and using local resources. The document also outlines different forms of business organizations, defines micro and small enterprises, and discusses the importance and challenges of small businesses in Ethiopia.
Entrepreneurship and business management rajat jasuja
This document discusses entrepreneurship and business management. It defines entrepreneurship as taking risks, owning/organizing a business, and innovating. An entrepreneur is defined as someone who starts their own business to make a profit. Entrepreneurship plays an important economic role by creating jobs, developing local economies, and allocating resources efficiently. Small businesses make significant contributions to national income and employment. The document outlines various functions of entrepreneurship including marketing, operations, finance, product development, and organizational management. It emphasizes the need for entrepreneurs to be innovative, focus on customers, and efficiently manage resources.
The document summarizes a presentation about how nonprofits can generate revenue through social enterprises. It discusses identifying organizational assets that could be leveraged, turning those assets into business opportunities, screening opportunities, conducting feasibility assessments, creating business plans, and implementing successful social enterprises. Examples of social enterprises launched by nonprofits in North Texas are provided. The presentation encourages nonprofits to consider social enterprise as a way to diversify funding and generate sustainable revenue to support their missions.
1. The document discusses global risk management issues and summarizes the results of the 2013 AON Global Risk Survey of over 1,400 participants from 70 countries.
2. The top 10 global risks identified by the survey are: economic slowdown, regulatory/legislative changes, increased competition, damage to reputation/brand, failure to attract or retain top talent, failure to innovate and meet customer needs, business interruption, commodity price risk, cash flow/liquidity risk, and political risk/uncertainties.
3. For each of the top 10 risks, the document provides a brief explanation of the risk and its potential impacts, as well as strategies for organizations to effectively manage the risk.
The Indonesian economy through innovative Micro, Small and Medium sized ente...Tjikal Jedy
The document discusses Indonesia's economic potential and challenges in meeting targets for GDP growth by 2030. It outlines that Indonesia aims to become the 7th largest economy by 2030, up from 16th largest currently, through increasing its GDP growth rate to 7% annually from the current 2.4%. However, this will require overcoming challenges such as boosting labor productivity growth by 60% above historical levels. The document proposes addressing these challenges by focusing on developing four critical sectors: consumer services, agriculture and fisheries, resources, and human capital. It also emphasizes the important role that micro, small and medium enterprises play in the Indonesian economy and in achieving overall economic goals.
Venture capital (VC) can add value to small and medium enterprises (SMEs) in emerging markets like Sub-Saharan Africa. The document discusses how VC can help SMEs overcome challenges like lack of access to funding, managerial skills, and technology. It outlines how VC brings capital and expertise to help SMEs grow, create jobs, and impact communities. However, investing in emerging markets also poses challenges for VCs around finding good investments and dealing with riskier profiles and limited leverage options.
The document discusses the process of identifying business opportunities through entrepreneurship. It begins by outlining the steps of self-discovery and identifying market needs that are not being met. The document then discusses factors to consider when evaluating business opportunities such as market scope, investment returns, and demand. Finally, it provides an overview of developing a business plan which involves researching the industry and outlining sections such as marketing, production, financing requirements, and human resources.
How To Conduct A Business Incubator Feasibility StudySandra Cochrane
The document summarizes the key steps and considerations for conducting a feasibility study for a business incubator program. It outlines 4 tracks for the study: fact finding and orientation; preparing a preliminary plan; determining facilities and services; and planning finances and implementation. Some key factors for success discussed include community support, professional management, leveraging resources, and measuring impact. Reasons for failure include unrealistic expectations, poor manager selection, and overreliance on demographic data alone.
This document outlines the course content, structure, and assessments for an introductory business environment course. It covers key topics like the contemporary business scenario, economic factors, and macroeconomic policies. It also discusses the internal and external environment factors that influence businesses, including competitors, technologies, regulations, and globalization trends. The course aims to help students understand the complex environment in which businesses operate and develop strategies for sustainability and growth.
This document discusses mindset and developing an innovation mindset. It references research by Carol Dweck on mindset and achievement, as well as Roger's innovation adoption model and Docherty's Innovation Mindset model for developing an innovative mindset.
The document discusses various topics related to evaluating and managing innovation and risk, including:
- Effectiveness evaluation involves measuring how well targets are being met and identifying factors that help or hinder their achievement.
- Integrating different departments allows organizations to analyze risks at an early stage by combining expertise from areas like R&D, purchasing, and marketing.
- Post-implementation reviews analyze completed innovation projects to determine if goals were met, identify lessons learned, and suggest improvements for future projects.
The document discusses strategic innovation and new product development. It outlines the key aspects of strategic innovation including new business models, new markets, and increased value for customers and companies. It also discusses the dimensions and features of strategic innovation.
The document then covers various aspects of new product development including identifying market opportunities and dynamics, developing marketing strategies, product testing, and commercialization. It provides examples of innovation platforms from companies like Apple and DSM. Finally, it discusses the process of new product development from strategy to commercialization.
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This document provides an overview of innovation management. It defines innovation and different types of innovation including product, process, position, and paradigm innovation. It discusses Schumpeter's distinction between invention and innovation. It also outlines the innovation process including stages from idea generation to commercialization. Approaches to studying innovation from a macroeconomic perspective and different frameworks for categorizing innovation are presented. Barriers and sources of innovation are mentioned.
The document discusses the importance of conducting a feasibility study and creating a business plan before starting a new business. It describes the various aspects that should be analyzed in a feasibility study, including market factors, technical factors, financial factors, and more. Additionally, it provides guidance on how to structure a business plan, including sections on marketing, operations, organization, finances, and other essential components.
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The document discusses innovative and interactive techniques for teaching, including using analogies like fishing and music. It describes selecting instructional methods based on factors like learners and objectives. Teaching methods are defined as techniques, strategies as planned approaches, and aids as supplemental tools. Specific methods are listed like lectures, discussions, and field trips. The document provides templates for problem-solving approaches like the forked road model and possibilities-factors model. Finally, it discusses integrating skills through the jigsaw technique where students research subtopics and teach their expertise to others.
The document discusses various aspects of strategic innovation including strategy, new business models, new markets, value creation for customers and companies, dimensions of strategic innovation, aspects of innovation like market impact, market opportunity, and market dynamics. It also talks about new product development process, factors for new product success, types of new products, and examples of innovation platforms from companies like Apple and DSM. The document provides an overview of key concepts in strategic innovation, new product development, and types of innovation.
2. Evolution of Entrepreneurship in
India
Phase – 1: Entrepreneurship in Pre-Bristish India
Phase – 2: Decline of Entrepreneurship during the
British Period
Phase – 3: Entrepreneurship development in
Independent India
3. Phase – 1: Entrepreneurship in Pre-
British India
Villages – Self-sufficient
Farmers, Artisans, craftsmen, etc..,
Value of Labor
Land of Gold
4. Phase – 2: Decline of
Entrepreneurship during the British
Period
Competition from British Industries
Mechanization came into picture
Raw materials were exported and Machine made goods
flooded in Indian Market.
Machine made goods were cheap, than handmade. Eg.,
Textiles.
Value of labor was lost, and citizens took pride in serving in
Administrative services in British offices.
Blue collar jobs were substituted by white collar jobs
Risk-bearing ability and confidence were substituted by
obedience to British administration.
Indian economy was paralyzed
5. Phase – 3: Entrepreneurship
development in Independent India
Agriculture was concentrated at first
No skilled labor, shortage of capital etc hinders Industrial
sector’s growth
Deficit in BOP, Exports of labor intensive products viz.,
agricultural products and Import of scarce Raw materials,
machinery and equipments.
Infrastructure facilities like electricity, transportation,
postal services, telecommunications, godown facilities etc.,
were not available.
Economic policy in 1948 published its first Industrial Policy
Resolution
6. Salient features of Economic policy
Socialistic pattern of society
Mixed economy was the economic philosophy
Imbalanced growth concept
Planned economic development
7. Goals planned to achieve with he
Economic planning
Removal of Poverty
Increasing the National income
Increasing the per capita income
Agricultural self-sufficiency
Speedy Industrialization
Production of capital goods, t create a base for further
industrialization
Production of consumer goods
Removal of economic inequalities
Removal of regional disparities
Promotion of exports and imports substitution
8. EDP
Entrepreneurial Development Programme
Is defined as a programme designed to help an
individual in strengthening entrepreneurial motive
and in acquiring skills and capabilities necessary for
playing entrepreneurial role effectively
9. Objectives of EDP
Economic growth
Balanced regional development
To Eliminate Poverty and unemployment
Optimum utilisation of Resources
Empower new generation Entrepreneurs
To develop broad vision of business, passion for
integrity and honesty
10. Curriculum of EDP
General introduction to Entrepreneurship
Achievement Motivation Training (AMT)
Support system and Procedures
Market Survey and Plant Visit
Managerial Skill
Project preparation and Feasibility Study
11. Role of Government in EDP
Training Support from different institutes
Marketing Assistance
Promotional schemes
Concession on Excise duty
Credit facility to MSME
12. Steps in Creating and Enhancing an
effective EDP
Outline the objective and focus on Venture development
Selecting skilled people who have high entrepreneurial
potential
Identify local market and search for people with potential.
Provide support through private sector based organisations
Provide methodology which supports Entrepreneurs in
Short and Long run as well.
Implement measures to improve usefulness of Trainers and
facilitators
Selection of areas for pilot program
Launch Pilot EDP
Governement Policies
13. Problems of EDP
Non availability of competent Faculty
Over estimation of Trainees
Duration of EDP’s.
No policy at the national level.
Non availability of Infrastructural facilities
Improper methodology
Mode of selection
Poor response
14. Women Entrepreneurship
Acc to Schumpter, “ Women who innovate, imitate or
adopt a business activity”
Acc to Govt of India, “An enterprise owned and
controlled by a women having a minimum financial
interest of 51% of the capital and giving at least 51% of
the employment generated in the enterprise to
women”.
15. Problems of Women entrepreneurs
Limited mobility
Lack of self confidence
Lack of information
Severe competition
Marketing Problems
Shortage of raw materials
Financial problems
Lack of encouragement from family
Low need for achievement
Low need for achievement
Social attitudes
Work-life imbalance
Over dependence
16. Role of Entrepreneurship in
Economic development
Capital formation
Improvement in per capita income
Improvement in living standards
Economic independence
Backward and forward linkages
Generation of employment
Harnessing locally available resources
Balanced regional growth
Reducing unrest and social tension amongst youth
Innovations in enterprises
19. Factors influencing Business
Opportunities
Accessibility of Industrial Inventory
Chance of export
Congregation of information regarding the tentative
industry
Ease of use of internal resources
Form of external support
Height of risk in the business
Level of demand
Analysis of existing units performance
20. Business Environment
Business Environment is an environment in which
business is conducted and encompasses of factors that
affect a Company’s operations including customers,
competitors, suppliers, distributors, industry trends,
substitutes, regulations, government activities,
demographics, social and cultural factors, innovation,
and Technological developments
21. Features of Business Environment
Totality of external forces
Specific and general forces
Dynamic in Nature
Uncertainty
Relativity
22. Importance of Business
Environment
Firm to identify opportunities and getting the first
mover advantage
Firm to identify threats and early warning signals
Coping with rapid changes
Improving performance
23. Environmental Analysis
Refers to the evaluation of the possible or probable
effects of external forces and conditions on an
organisation’s survival and growth strategies
24. Benefits of Environmental Analysis
Identification of strength, Weakness, Opportunities
and Threats
Keeping the Business enterprise alert
Keeping business flexible and Dynamic
Understanding future problems and prospects
Making business Socially acceptable
Ensures optimum utilisation of resources
Ensures survival and growth
Maintaining adaptability to changes
25. Process of Environmental Analysis
Step1:
Identification of relevant environmental variables
Step2:
Collection of Information
Step 3:
Forecasting
Step 4:
Monitoring
26. Limitations of Environmental
Analysis
Environmental analysis does not predict the future,
nor does it eliminate uncertainty for any organization
It is not a sufficient guarantor of organisational
effectiveness
The potential of environmental analysis is often not
realised bcos of how it is practiced
Not much reliable without secondary facts supporting
it.
27.
28. Steps for New Venture start-ups
Identification
and
evaluation of
the
opportunity
Developing a
business plan
Determining
the resources
required
Project
appraisal and
feasibility plan
Managing the
Venture
29. Challenges of New Venture
StartUps
Start up Funding
Misunderstanding the market for a
startup
Startup Cash flow problems
Creating the right culture in your
startup
Patient protection and affordable care
act
30. PitFalls in selecting New Ventures
Create agile
business
systems
Passion
without a plan
Selling too
cheaply
Ineffective
Marketing and
advertising
Understanding
Capital
Lack of
management
oversight
Lack of
specific skills
31. Critical Factors for New Venture
Development
Use a Contract
Create responsive
business systems
Understand your
payment terms
Know the difference
between employee and
independent contractor
Have legal agreements
handy
32. Why New Venture fails
No business plan
Under funded
Lack of operating goals and objectives
Failure to measure Goals and Objectives
Failure to pay attention to Cash flow
Failure to understand the industry and the target customer
Poor or no marketing programs
Underestimating the competition
Not cost competitive
Lack of attention to accounts receivables and inventory
Poor people management skills
33. Sources of Finance for New
Venture
Equity Financing:
Exchanging a a portion of ownership of the business for a
financial investment in the business
Life Insurance policies
Home equity loans
Friends and relatives
Venture capital
Angel Investors
Government grants
Equity offerings
IPO – Initial public offerings
Warrants
Personal Savings
34. Sources of Finance for New
Venture
Debt Financing
Friends and relatives
Commercial Finance companies
Banks and other commercial Lenders
Government Programs
Bonds
37. Feasibility Study
The Feasibility study is an analytical tool used during
the project planning process, shows how a business
would operate under an explicitly stated set of
assumptions.
The Feasibility study of a project can be ascertained in
terms of technical factors, economic factors or both.
It is documented with a report showing all the
ramifications of the project viz., inflows, outflows of
fund, technology, market, environment etc.
38. Y Feasibility analysis?
Helps in determining profitability of business
Helps to gather broad data for members of management to
take decision.
Helpful for showing out projects which are consistent with
business’s objectives.
Helps analyze the cost benefit approach, as it considers all
the costs of the projects.
Helps identify the SWOT and unforeseen circumstances
that might affect the success and sustainability of the
business
Helps in estimating the financial, human and
technological resources that are required to ensure
successful launching of the business
39. Steps in Feasibility study
Identify and recognize the people or firms that will be involved
in preparing the various aspects of the study.
Examine the feasibility factors like., market feasibility, Technical,
Technology and system feasibility, Legal Feasibility, Operational
Feasibility, Economic Feasibility, Resource feasibility, Cultural
feasibility, and Financial feasibility study
Proceed with Management study
If it is a government project, social desirability has to be assessed
Prepare the summary of the feasibility study including brief
description and major assumptions made.
40. Types of Project Feasibility
Types of
Project
Feasibility
Technical
Managerial
Economical
Financial
CulturalSocial
Political
Environmental
Market
45. Cultural Feasibility
Deals with the compatibility of the project with the
cultural environment of the project
Laborers/Employees
Customers
Stake holders
Shareholders
46. Social Feasibility
Eg., Dye units, in Ahmedabad have mushroomed and
are polluting and generate effluents which are not
acceptable to the society. The government has ordered
closure of all dye units unless suitable effluent
treatment in implemented
47. Market Feasibility
Product, scope of the market and competition
USP, quality and pricing
Demand Projections
Export facilities
Adequate marketing infrastructure and principal
customers
Selling arrangements
Trends in price
48. Product or service feasibility
analysis
Concept test:-
Description of the Product/Service
Intended Target market
Benefits of the product/service
Description of how the product will be positioned
Description of how the product will be sold or
distributed
49. Elements of Technical Feasibility
System Performance
System Interface
Development Processes
Risk assessment
Staff qualification
Failure Immunity
Customer support
Security
50. Feasibility Report
Includes the analysis of various factors and viability of
the project with the assumptions
FSR – Feasibility Study Report
Is formally documented output of feasibility study that
summarises results of the analysis and evaluations
conducted to review the proposed solution and
investigate project alternatives for the purpose of
identifying if the project is really feasible, cost-effective
and profitable
51. Steps to write a FSR
Write Project
Description
Describe
possible
solutions
Evaluation
Criteria
Write
conclusion
Propose the
most feasible
Solution
52. Importance of Feasibility Report
Helps to list all details that are required for your idea
to work
Identifies the problems and possible solutions
Develop marketing strategies to convince the investor
that your idea is worth considering an investment
Serves as a solid foundation for developing the
Business plan
53. Project Report
The Project report is prepared by the entrepreneur or by
the consultants or associates in order to present relevant
facts before the decision makers to enable them to decide
whether the project is worthwhile the investment or not
The Project report includes
Preparation of detailed designs, specs, plant layouts, Process
designs, and time schedules for the execution of the project
Collection of details or a complete work plan for various
processes or the project to be implemented after the proposal
has been finalized by the entrepreneur
54. Objective of a Project report
Facilitates business planning and planning the future
course of action
Enables an entrepreneur to compare different
investment proposals and select the most suitable
project
Provides a SWOT analysis
In case of public sector projects this report would
enable the concerned authorities to take an objective
decision on the project
Facilitates the appraisal of the project in regards to
financial, economic and technical feasibility
55. Contents of a Project report
Sources of Finance (Long term and Short term)
Availability of machinery
Technical Know-how
Market potential
Overall profitability
Project schedule
56. Advantages of a Project report
Helps entrepreneur in establishing techno-economic
viability
Helps in getting term loans from banks and financial
institutions.
Helps in getting working capital loan
Shows feasibility of the project and possibility of
achieving profits
57. Problems faced in preparation of a
Project Report
Strict conditions of promoter’s contribution may
dampen
Lending institutions demand a lot of documents
Assessment of working capital due to unrealistic
assumption
Time overrun results in cost overrun
Government rules and regulations
58. Model project report for a new
venture
Sequence of standard format to be followed in
Preparing New Business Project report
I. Background of the Business
II. Customers profile
III. Long and short term corporate Objectives
I. To perform a viability assessment of the proposed new
business ideas in terms of marketability , technical
feasibility, financing and authorities
II. To be able to prepare a relevant business plan
III. To recognize fundamental start-up issues
59. IV. Market Analysis
I. Brief discussion on the type of market, chief influencers, players
etc.
II. Market description
III. Reasons for starting business in a particular market
IV. Target Clients
V. Advantages of the services offered by the new business
VI. Market consumption patterns
VII. Past and existing supply location
VIII. Production prospects and limitations
IX. Exports and Imports
X. Price structure
XI. Flexibility of demand
XII. Client behaviour, purposes, intentions, impetus, approaches,
inclinations and needs.
XIII. Supply network and marketing rules formulated by the
government
XIV. Government and technical limitations imposed on the promotion
of the product
60. V. Financial Assessment
I. Investment expenditure and value of the entire project
II. Methods of investment
III. Anticipated productivity
IV. Money flows of the project report
V. Investment value evaluated in context of different points of
merit
VI. Estimated financial ranking
VI. Marketing Assessment
I. Product
II. Price
III. Place
IV. Promotion
61. VII. Operational Plan
I. Business models
II. Production of goods and services
VIII.Financial Plan
IX. Management Structure
X. Business Structure(Ownership, staff etc)
XI. SWOT Analysis
XII. Appendices
I. Break-even analysis
II. Profit and Loss synopsis
III. Fund flow summary
62. Business Plan
A Business Plan is a written statement of what an
entrepreneur hopes to achieve in one’s business and
how is one going to achieve it.
Set of documents prepared by a firm's management to
summarize its operational and financial objectives for
the near future (usually one to three years) and to
show how they will be achieved.
It serves as a blueprint to guide the firm's policies and
strategies, and is continually modified as conditions
change and new opportunities and/or threats emerge.
63. Business plan headings
Owner details
Description of the business
Outline of the market
Evaluation of competition
How the business will be organised
Proposed marketing mix
Premises and equipment
Sources of capital
Cash flow forecast
Future plans
64. Significance of a business plan
Used for planning out specific details of business
To define what business is or what the business is or what it intends to
be over time
Clarifying the purpose and direction of business
Helps to plan for changes in the market, growing or slowing trends and
new innovations or directions to take as the company grows
The development of a comprehensive business plan shows whether or
not a business has the potential to make a profit
Act as sales tool to attract partners, secure supplier accounts and attract
executive level employees into the new venture
Conveys the organizational structure of a business, including the titles
of directors or officers and their individual duties.
Also Acts as a management tool that can be referred to regularly to
ensure business is on course with meeting the gals, sales targets or
operational milestones
65. Guidelines to prepare a Business
Plan
Do understand that the planning process is critical to run a
successful business
Do utilise the business outline to determine what to
include in your plan
Ensure the plan fits you
Be clear in your objectives
Do include market research
Do include a financial plan and projections
Explain both Strengths and weaknesses of business idea
Do reserve and modify your plan as circumstances change
66. Format of a Typical Business Plan
1. The Executive Summary
2. Description of the business
3. Product/Service
4. Management
5. Financial requirements
6. Organisation description
7. Industry
8. Marketing strategy
9. Product/Operations Plan
10. Ownership
11. Key personnel
12. Accounting records
13. Financial information
14. Appendices
67. Objectives of Business Plan
To give direction to the vision formulated by the entrepreneur
To Objectively evaluate the prospectus of business
To monitor the progress after implementing business plan
To persuade others to join business
To seek loans from financial institutions
To visualise concept in terms of market availability, organisational,
operational and financial feasibility
To guide entrepreneur in actual implementation of plan
To identify actual strength and weakness of plan
To identify challenges in terms of opportunities and threats from the
external markets
To clarify ideas and identify gaps in management information about
their business, competitors and market
To identify the resources required to implement
69. 1: Idea Generation
Consumers/Customers
Existing companies
Research and Development
Employees
Dealers and Retailers
70. 2: Environmental Scanning
External Environmental Factor
Political
Economical
Social
Technical
Natural
Demographical
Internal Environment
Raw material
Production/Operation
Finance
Market
Human Resource
71. 3: Feasibility Analysis
Market Analysis
Technical Analysis
Material Availability
Material requirement planning
Plant location
Plant capacity
Machinery and equipment
Marketing Plan
Production Plan/Operation Plan
Organizational Plan
Financial Plan
72. 4: Project Report preparation
5: Evaluation, control and review
Company has to operate in dynamic environment, it
has monitor ad review the strategies and policies to
stay in line with competition existing in market
73. Marketing Plan
Refers to plan that describes market condition and
strategy related to how products and services will be
distributed, priced and promoted in market.
74. Marketing aspects of a Business
plan
Marketing
Aspects
Well defined
market
Channel
Strategy
Positioning
statement
Pricing
strategy
Communication
Strategy
Sales Strategy
75. Characteristics of an Effective
Marketing Plan
• Should provide strategy for accomplishing the company mission and goals.
• Should be based on facts and valid assumptions
• Optimum utilization of existing resources
• Should provide for continuity
• Should specify performance criteria that will be monitored and controlled
• Should short and simple
• Should be flexible to adapt for dynamic market
76. Production/Operations Plan
A Production Plan is that portion of intermediate
business plan that manufacturing/operations
department is responsible for developing
The plan states in general terms the total amount of
output that the manufacturing department is
responsible to produce for each period in the planning
horizon
78. Organization Plan
Is the process f identifying an organization’s
immediate and long-term objectives, formulating and
monitoring specific strategies to achieve them.
An Organization chart should include:
Hierarchical structure
How business is structured
Legal form of ownership
The Chain of command
79. Four stages of organizing a
Business
Establish a list of the tasks using the broadcast of
classifications possible
Organize these tasks into departments that produce an
efficient line of communication between staff and
management
Determine the type of personnel required to perform
each task
Establish the function of each task and how it will
relate to the generation of revenue within the company
80. Financial Plan
Is a comprehensive evaluation of an investor’s current
and future financial state by using currently known
variables t predict future cash flows, asset values and
withdrawal plans.