The document discusses entrepreneurship and intrapreneurship. It describes why people become entrepreneurs, including for challenges, profit potential, and independence. It identifies important skills for entrepreneurs like innovation, management skills, and networks. It also discusses assessing opportunities, common causes of success and failure, management challenges, and improving odds of success through business planning. It describes how large companies can foster intrapreneurship through initiatives like skunkworks projects.

1. McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Learning Objectives L01: Describe why people become entrepreneurs. L02: Summarize how to assess opportunities to start new companies. L03: Identify common causes of success and failure. L04: Discuss common management challenges. L05: Explain how to increase your chances of success, including good business planning. L06: Describe how managers of large companies can foster intrapreneurship and entrepreneurial orientation.

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4. What is an Entrepreneur? Entrepreneur an individual who establishes a new organization without the benefit of corporate sponsorship.

5. Small Business vs. Entrepreneurial Venture Small business fewer than 100 employees, independently owned and operated, not dominant in its field, and not characterized by many innovative practices. Entrepreneurial venture new business having growth and high profitability as primary objectives

6. New Venture Creation Entrepreneurs Individuals who establish a new organization without the benefit of corporate support. Intrapreneurs New-venture creators working inside big companies; corporate entrepreneurs.

7. Why become an entrepreneur? Challenge Profit potential Enormous satisfaction Better quality of life Desire for independence Satisfaction of building something from nothing Watching the market embrace your ideas

8. What does it take to succeed? Innovation and creativity skills General management skills Business know-how Social networks

9. Ingredients for starting a business A great idea Spot, create and exploit opportunities Technological discoveries Demographic changes Lifestyle and taste changes Economic dislocations Calamities Government initiatives and rule changes

10. Franchises An entrepreneurial alliance between a franchisor and a franchisee. Franchisor – an innovator who has created at least one successful store and seeks partners to operate the same concept in other local markets. Franchisee – the operator of one or more stores according to the terms of the alliance.

11. Characteristics of an Entrepreneur Commitment and determination Leadership Opportunity obsession Tolerance of risk, ambiguity, and uncertainty Creativity, self-reliance, and ability to adapt Motivation to excel

12. Improving the odds of success Anticipate risk and cushion business help it weather setback. Foresight and talent to survive in an hostile environment. Business incubators protected environments for new, small businesses.

13. Common Management Challenges You might not enjoy it Survival is difficult Growth creates new challenges It’s hard to delegate Misuse of funds Poor controls Mortality Going public

14. Initial Public Offering Sale to the public, for the first time, of federally registered and underwritten shares of stock in the company.

15. Planning for Success Business Plan helps determine viability of your enterprise, guides you as you plan and organize, and helps you obtain funding.

16. Opportunity Analysis A description of good or service Assessment of opportunity Assessment of entrepreneur Specification of activities and resources needed to translate your idea into a viable business Source of capital What market need does my idea fill? What personal observations have I experienced or recorded with regard to that market need? What social condition underlies this market need?

17. Key Planning Elements The People The Opportunity The Competition The Context Risk and Reward

18. Nonfinancial Resources Legitimacy people’s judgment of company’s acceptance, appropriateness, and desirability, generally stemming from company goals and methods that are consistent with societal values. Social capital competitive advantage from relationships with other people and the image other people have of you.

19. Nonfinancial Resources Top-management team Advisory boards Partners

20. Build support for intrapreneurship ideas Get others in organization to buy in or sign on. Clearing investment with immediate boss. Make cheerleaders – people who will support manager before formal approval from higher levels. Horse trading – offer promises of payoffs from project in return for support, time, money, and other resources that peers and others contribute. Get blessing of relevant higher-level officials.

21. Building in Intrapreneurship Skunkworks project team designated to produce a new, innovative product. Bootlegging informal work on projects, other than those officially assigned, of employees’ own choosing and initiative.

22. Entrepreneurial Orientation The tendency of an organization to identify and capitalize successfully on opportunities to launch new ventures by entering new or established markets with new or existing goods or services.

23. Five Components of Entrepreneurial Orientation Independent action Innovativeness Risk taking Proactiveness Competitive agressiveness

24. The remaining slides are for review only.

25. YOU should be able to L01: Describe why people become entrepreneurs and what it takes, personally. L02: Summarize how to assess opportunities to start new companies. L03: Identify common causes of success and failure.

26. YOU should be able to L04: Discuss common management challenges. L05: Explain how to increase your chances of success, including good business planning. L06: Describe how managers of large companies can foster intrapreneurship and entrepreneurial orientation.

27. Coulee Region Bio-Fuels Runs on Veggie Power Read the story on page 104 Taavi McMahon had an idea for a business. Do you think it is a good idea? Why or why not? How is that idea reflected in his vision for CRBF? Do you think CRBF, PrarieFire, and INOV8 have a better chance of success with producing, distributing, and marketing their products than three giant corporations that are trying to do the same thing? What are the advantages and disadvantages of a small operation?

28. Test Your Knowledge Which of the following characteristic(s) does NOT contribute to entrepreneurs’ success? A) commitment and determination. B) tolerance of risk, ambiguity, and uncertainty. C) motivation to excel. D) opportunity obsession. E) need for affiliation.

29. Test Your Knowledge Entrepreneurial ventures must be prepared to face all but one of the following hazards. Which one? A) mortality of the entrepreneur B) misuse of funds C) poor planning and controls D) inability to delegate E) decreased mortality.

30. Test Your Knowledge A description of the product or service, an assessment of the opportunity, an assessment of the entrepreneur, specification of activities and resources needed to translate the idea into a viable business, and the source(s) of capital is a(n): A) opportunity analysis. B) business incubator. C) business audit. D) accounting analysis. E) business plan.

31. Test Your Knowledge Justine decides to offer incentives from a potential project to her subordinates. She is: A) making cheerleaders. B) horse trading. C) clearing the investment. D) getting the blessing. E) bootlegging.

32. Test Your Knowledge The tendency of an organization to identify and capitalize successfully on opportunities to launch new ventures by entering new or established markets with new or existing goods or services is a(n): A) entrepreneurial orientation. B) opportunity cost. C) multinational corporation. D) global business. E) skunkworks.

33. Which one are you?

34. Side Street Effects When entrepreneurs start their enterprises and then let the market decide whether it likes their ideas. Unexpected opportunities may appear, so you must be prepared to act quickly and effectively on any opportunity that presents itself.

35. Entrepreneurial Strategy Matrix

36. Can organizations outlive the entrepreneur? Yes, if… Company has gone public Entrepreneur has planned an orderly succession, usually to a family member

37. Myths about Entrepreneurship Myth #1: Anyone can start a business. Myth #2: Entrepreneurs are gamblers. Myth #3: Entrepreneurs want the whole show to themselves. Myth #4: Entrepreneurs are their own bosses and completely independent. Myth #5: Entrepreneurs work longer and harder than managers in big companies. Myth #6: Entrepreneurs experience a great deal of stress and pay a high price. Myth #7: Entrepreneurs are motivated solely by the quest for the almighty dollar.

38. Myths about Entrepreneurship Myth #8: Entrepreneurs seek power and control over others. Myth #9: If an entrepreneur is talented, success will happen in a year or two. Myth #10: Any entrepreneur with a good idea can raise venture capital. Myth #11: If an entrepreneur has enough start-up capital, he or she can’t miss. Myth #12: Entrepreneurs are lone wolves and cannot work with others. Myth #13: Unless you attained 600 on your SATS or GMATs, you’ll never be a successful entrepreneur.

39. E-commerce Business Models Transaction fee model companies charge a fee for goods or services. Advertising support model advertisers pay site operator to gain access to demographic group that visits the operator’s site. Intermediary model web site brings buyers and sellers together and charges a commission for each sale.

40. More E-commerce Business Models Affiliate model sites pay commissions to other sites to drive business to their own sites. Subscription model website charges a monthly or annual fee for site visits or access to site content.

41. Pointers for Family Businesses Family members working in business must be at least as capable and hard-working as other employees. At least one key position should be filled by nonfamily member. Someone outside family and business should help plan succession.