What is an Entrepreneur?
One who creates a new business in the face of risk and uncertainty for the purpose of achieving profit and growth by identifying and assembling the necessary resources to capitalize on them.
What is an Entrepreneur?
One who creates a new business in the face of risk and uncertainty for the purpose of achieving profit and growth by identifying and assembling the necessary resources to capitalize on them.
This document discusses the definition and characteristics of entrepreneurs. It defines an entrepreneur as someone who creates a new business by identifying opportunities and assembling resources to capitalize on those opportunities, despite risks and uncertainty. The document also outlines important entrepreneurial competencies like initiative, achievement orientation, efficiency, and concern for quality. Additionally, it examines the role of entrepreneurship in Oman's economic development, noting that entrepreneurship helps create jobs, encourages innovation, and promotes a more competitive business environment.
Business opportunity ideation innovation and creativityJulieannRemoroza
This chapter discusses several key factors for entrepreneurs to consider when starting a business: markets, individual interests, capital, skills, suppliers, manpower, and technology. It also provides suggestions for developing business ideas such as looking at other successful businesses, responding to problems, starting home-based businesses, and linking resources. The chapter emphasizes the importance of defining problems, planning research, gathering and analyzing data, and implementing and evaluating decisions.
This document is a report submitted by three students - Jayamani Shrivastava, Purvi Sharma, and Yamini Sapra - on entrepreneurial skills. It contains sections on defining an entrepreneur, characteristics of entrepreneurs, types of entrepreneurial skills needed, and developing entrepreneurial competencies. The students declare that the report was prepared under the supervision of their faculty guide, Prof. Abhay Dubey, to fulfill a course requirement for their MBA program.
This document outlines various ways to classify entrepreneurs based on their business, motivation, ownership, experience, demographics, and other factors. It identifies several types of entrepreneurs including business entrepreneurs, trading entrepreneurs, industrial entrepreneurs, corporate entrepreneurs, agricultural entrepreneurs, pure entrepreneurs, induced entrepreneurs, technical entrepreneurs, non-technical entrepreneurs, professional entrepreneurs, first generation entrepreneurs, second generation entrepreneurs, and more. Examples are provided for many of the classifications.
The document discusses entrepreneurship and the characteristics of successful entrepreneurs. It defines entrepreneurship as taking initiative and risk to create new business ventures that solve problems. Successful entrepreneurs tend to be passionate, self-confident, goal-oriented, hard-working, and able to accept change. They have a strong drive to succeed, believe in themselves, and are always looking for new ideas and ways to improve.
Entrepreneurs start many different types of businesses and each works in their own individual way. However, there are many similarities between the ways the most successful entrepreneurs identify the area of business that would suit them best.
This document provides information on a Bachelor of Business Administration program in family business and entrepreneurship management. The 3-year program aims to prepare students to start their own businesses by providing skills and knowledge in areas like identifying business opportunities, developing business plans, marketing, finance, and legal and ethical responsibilities. Coursework covers topics such as entrepreneurship essentials, introducing the entrepreneurial process, and a basic course structure focusing on identifying opportunities, building and financing a business. The program objectives are for students to gain entrepreneurship knowledge and skills, conceive and develop opportunities, assess feasibility of business concepts, and start successful businesses through critical thinking, communication, technology use, and understanding of finance, marketing, and ethics.
What is an Entrepreneur?
One who creates a new business in the face of risk and uncertainty for the purpose of achieving profit and growth by identifying and assembling the necessary resources to capitalize on them.
This document discusses the definition and characteristics of entrepreneurs. It defines an entrepreneur as someone who creates a new business by identifying opportunities and assembling resources to capitalize on those opportunities, despite risks and uncertainty. The document also outlines important entrepreneurial competencies like initiative, achievement orientation, efficiency, and concern for quality. Additionally, it examines the role of entrepreneurship in Oman's economic development, noting that entrepreneurship helps create jobs, encourages innovation, and promotes a more competitive business environment.
Business opportunity ideation innovation and creativityJulieannRemoroza
This chapter discusses several key factors for entrepreneurs to consider when starting a business: markets, individual interests, capital, skills, suppliers, manpower, and technology. It also provides suggestions for developing business ideas such as looking at other successful businesses, responding to problems, starting home-based businesses, and linking resources. The chapter emphasizes the importance of defining problems, planning research, gathering and analyzing data, and implementing and evaluating decisions.
This document is a report submitted by three students - Jayamani Shrivastava, Purvi Sharma, and Yamini Sapra - on entrepreneurial skills. It contains sections on defining an entrepreneur, characteristics of entrepreneurs, types of entrepreneurial skills needed, and developing entrepreneurial competencies. The students declare that the report was prepared under the supervision of their faculty guide, Prof. Abhay Dubey, to fulfill a course requirement for their MBA program.
This document outlines various ways to classify entrepreneurs based on their business, motivation, ownership, experience, demographics, and other factors. It identifies several types of entrepreneurs including business entrepreneurs, trading entrepreneurs, industrial entrepreneurs, corporate entrepreneurs, agricultural entrepreneurs, pure entrepreneurs, induced entrepreneurs, technical entrepreneurs, non-technical entrepreneurs, professional entrepreneurs, first generation entrepreneurs, second generation entrepreneurs, and more. Examples are provided for many of the classifications.
The document discusses entrepreneurship and the characteristics of successful entrepreneurs. It defines entrepreneurship as taking initiative and risk to create new business ventures that solve problems. Successful entrepreneurs tend to be passionate, self-confident, goal-oriented, hard-working, and able to accept change. They have a strong drive to succeed, believe in themselves, and are always looking for new ideas and ways to improve.
Entrepreneurs start many different types of businesses and each works in their own individual way. However, there are many similarities between the ways the most successful entrepreneurs identify the area of business that would suit them best.
This document provides information on a Bachelor of Business Administration program in family business and entrepreneurship management. The 3-year program aims to prepare students to start their own businesses by providing skills and knowledge in areas like identifying business opportunities, developing business plans, marketing, finance, and legal and ethical responsibilities. Coursework covers topics such as entrepreneurship essentials, introducing the entrepreneurial process, and a basic course structure focusing on identifying opportunities, building and financing a business. The program objectives are for students to gain entrepreneurship knowledge and skills, conceive and develop opportunities, assess feasibility of business concepts, and start successful businesses through critical thinking, communication, technology use, and understanding of finance, marketing, and ethics.
This document discusses various aspects of entrepreneurship including what entrepreneurs are, their common characteristics, how to plan to become an entrepreneur, dealing with business growth pressures, managing a family business, and corporate intrapreneurship. Specifically, it notes that entrepreneurs notice opportunities and mobilize resources to create new products/services, they often have traits like risk-taking and self-confidence, planning involves considering your motivations, market research, and costs, and growing businesses often require more formal structures while intrapreneurs can drive innovation within large companies.
This presentation is an introduction to Month 4 of our Global Markets Coaching Program. The Global Markets Coaching program facilitates business growth and development between developed and emerging countries - for entrepreneurs, innovators and business leaders - particularly by our unique coaching program.
This document discusses entrepreneurship and entrepreneurial competencies over 5 chapters. It defines an entrepreneur, describes famous entrepreneurs, and discusses the risks and uncertainties entrepreneurs face. It also outlines 9 competencies required for successful entrepreneurs including initiative, assertiveness, and commitment. The document notes entrepreneurship helps economic development by creating jobs, encouraging innovation, and improving standards of living. It compares the roles of entrepreneurs, managers, and other business people and lists the knowledge, skills, and traits needed to be a successful entrepreneur.
This document classifies entrepreneurs into several categories:
1. According to the type of business, entrepreneurs can be business entrepreneurs, trading entrepreneurs, industrial entrepreneurs, corporate entrepreneurs, or agricultural entrepreneurs.
2. According to technology use, entrepreneurs are classified as technical entrepreneurs who focus on production, non-technical entrepreneurs who focus on marketing, or professional entrepreneurs who establish businesses but then sell them.
3. According to motivation, entrepreneurs can be pure entrepreneurs motivated by psychological rewards, induced entrepreneurs who enter business due to government incentives, motivated entrepreneurs driven to develop new products, or spontaneous entrepreneurs with initiative and confidence in their abilities.
The document provides guidance on evaluating opportunities by assessing customer value, addressable market and market access, and scalability. It emphasizes focusing initial sales efforts on the right customers who can provide references and feedback. The CEO should act as the chief sales and marketing officer to convey passion for the product. A multi-pronged sales strategy should include networks, partnerships, and referrals while actively listening to customers. Marketing distinguishes a product while sales close customers.
This unit covers the key topics of entrepreneurship including the roles and process of entrepreneurship, necessary entrepreneurial skills, types of businesses and entrepreneurs. It discusses that entrepreneurship plays a significant role in socioeconomic development by increasing productivity, creating jobs, aiding technology transfer, and enhancing living standards. The entrepreneurial process involves identifying opportunities, developing a business plan, acquiring resources, starting an enterprise, and managing growth. Critical skills for entrepreneurs include creativity, innovation, risk-taking, problem-solving, and leadership. Entrepreneurs can be classified by the nature of their business, functional characteristics, development angle, and personality traits.
This document provides an introduction to technology entrepreneurship. It defines an entrepreneur as someone who operates a business and innovates new ideas and processes. It then lists 10 common characteristics of entrepreneurs, such as determination, risk-taking, confidence, and passion. The document defines entrepreneurship as launching and running a new business, and technological entrepreneurship as merging technology skills with entrepreneurship. Finally, it contrasts the entrepreneurial process with the technopreneurial process.
There are many types of entrepreneurs, which can be classified in various ways. Some key classifications include innovative entrepreneurs, who introduce new products or ideas; imitative entrepreneurs, who copy innovations; and business entrepreneurs, who establish enterprises to produce new products or services. Entrepreneurs can also be classified based on their industry, such as technical entrepreneurs, who focus on production, or non-technical entrepreneurs, who focus on marketing. The document also discusses spontaneous, induced, motivated, first generation, inherited, and third generation entrepreneurs.
This document provides information on career development and entrepreneurship. It discusses defining career goals and the requirements to achieve those goals. It emphasizes creating a career development plan with milestones and reviewing it regularly. The document also covers personal branding for job seekers, highlighting skills, networking, and continuing education. Additionally, it discusses different levels of entrepreneurial development from self-employment to becoming an entrepreneurial investor. The overall message is on taking steps to advance one's career through planning, skills development, and potentially pursuing entrepreneurship or investment opportunities.
This document provides an introduction and contents for an Entrepreneurship 101 and Export 101 training guide. The guide aims to help participants analyze business practices, identify skills needed for entrepreneurial and export success, understand risk assessment and customer relationships, and develop company and product profiles. The training consists of modules on entrepreneurship and export management that cover topics such as defining entrepreneurs, assessing strengths and weaknesses, selecting export products, and understanding international trade basics. Participants are given assignments to complete a company profile and markets document to develop an export business plan.
This document discusses types of entrepreneurs and portfolio entrepreneurship. It defines portfolio entrepreneurs as individuals who own minority or majority stakes in two or more independent businesses simultaneously. The document notes that portfolio entrepreneurs ideally delegate tasks and leverage partnerships to manage multiple businesses. It discusses factors like families and networks that enable portfolio entrepreneurship. Finally, it provides an example of a portfolio entrepreneur, Christopher Fogg, and concludes that portfolio entrepreneurship is important for rural economic growth.
This document discusses sources of new ideas for entrepreneurs. It identifies five main sources: consumers, existing companies, distribution channels, government, and research and development. For each source, it provides brief explanations. For example, it notes that consumers can express needs that represent large enough markets to support new ventures. It also states that existing companies' competitive products and services can reveal opportunities for new, more appealing offerings. The document emphasizes that understanding consumer and market needs is key to developing new ideas.
This document discusses different types of entrepreneurs: innovators see new opportunities and introduce new goods/methods; imitators are willing to adopt successful innovations; Fabians are cautious and skeptical of changes until an innovation proves successful; drones refuse changes and risk losing their market by continuing traditional methods. Entrepreneurship involves risk but can generate economic growth and innovation if introduced when a certain development level is reached and people embrace change.
Multiple Business Objectives of Business, Profit earning, Human resource development, Market Standing, Brand value, Goodwill, Employee satisfaction, Leadership qualities of the enterprise.
The document discusses different types of entrepreneurs categorized in several ways:
- By innovation: innovative, imitative, fabian, drone, forced, empire entrepreneurs
- By behavior: sole, active partner, inventor, challenger, buyer, life-time entrepreneurs
- By focus group: women, minority, corporate, part-time entrepreneurs
- By nature of business: industrial, trading, agricultural entrepreneurs
It provides details on innovative entrepreneurs who launch new products/markets, imitative entrepreneurs who duplicate successful innovations, and fabian entrepreneurs who are skeptical of change and prefer existing techniques.
The document discusses various methods for generating new business ideas, including focus groups, brainstorming, brainwriting, and problem inventory analysis. Focus groups involve a moderator leading a discussion with 8-14 participants to generate and screen ideas, while brainstorming allows individuals to freely suggest ideas without criticism to stimulate creativity. Brainwriting is a written form of brainstorming where ideas are written on cards or forms passed around a group. Problem inventory analysis provides consumers a list of problems and asks them to identify products with those issues.
Identifying A Good Business Opportunity (Entrepreneurship Development)SAPTARSHI GUHA
The document discusses identifying good business opportunities. It explains that entrepreneurs should solve customer problems and meet needs. Opportunities can arise from new technologies. The document also discusses Only Much Louder, an Indian event management company that solved a need for indie artists. Key resources, location factors, and Bengaluru are summarized. The timing of entering a market and inspiration sources like emerging technologies are also outlined. Finally, the document lists steps after identifying an opportunity like brainstorming, product analysis, and test marketing.
NCV 2 Entrepreneurship Hands-On Support Slide Show - Module 1Future Managers
This slide show complements our learner guide NCV 2 Entrepreneurship Hands-On Training by Pieter Bruwer & Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
What is an Entrepreneur?
One who creates a new business in the face of risk and uncertainty for the purpose of achieving profit and growth by identifying and assembling the necessary resources to capitalize on them.
MBA Curriculam ggsipu Unit 1 Entrepreneurship development
1. concepts and definitions
2. role of entrepreneurship in economic development
3. factors affecting entrepreneurial growth economic and non economic
4. classification and types of entrepreneurs
5.entrepreneurial competencies
6. edp programmes
7.entrepreneurial training
8. traits/qualities of entrepreneur
9.manager vs entrepreneur
10.entrepreneur vs entrepreneurship
11. entrepreneur vs administrator
This document discusses various aspects of entrepreneurship including what entrepreneurs are, their common characteristics, how to plan to become an entrepreneur, dealing with business growth pressures, managing a family business, and corporate intrapreneurship. Specifically, it notes that entrepreneurs notice opportunities and mobilize resources to create new products/services, they often have traits like risk-taking and self-confidence, planning involves considering your motivations, market research, and costs, and growing businesses often require more formal structures while intrapreneurs can drive innovation within large companies.
This presentation is an introduction to Month 4 of our Global Markets Coaching Program. The Global Markets Coaching program facilitates business growth and development between developed and emerging countries - for entrepreneurs, innovators and business leaders - particularly by our unique coaching program.
This document discusses entrepreneurship and entrepreneurial competencies over 5 chapters. It defines an entrepreneur, describes famous entrepreneurs, and discusses the risks and uncertainties entrepreneurs face. It also outlines 9 competencies required for successful entrepreneurs including initiative, assertiveness, and commitment. The document notes entrepreneurship helps economic development by creating jobs, encouraging innovation, and improving standards of living. It compares the roles of entrepreneurs, managers, and other business people and lists the knowledge, skills, and traits needed to be a successful entrepreneur.
This document classifies entrepreneurs into several categories:
1. According to the type of business, entrepreneurs can be business entrepreneurs, trading entrepreneurs, industrial entrepreneurs, corporate entrepreneurs, or agricultural entrepreneurs.
2. According to technology use, entrepreneurs are classified as technical entrepreneurs who focus on production, non-technical entrepreneurs who focus on marketing, or professional entrepreneurs who establish businesses but then sell them.
3. According to motivation, entrepreneurs can be pure entrepreneurs motivated by psychological rewards, induced entrepreneurs who enter business due to government incentives, motivated entrepreneurs driven to develop new products, or spontaneous entrepreneurs with initiative and confidence in their abilities.
The document provides guidance on evaluating opportunities by assessing customer value, addressable market and market access, and scalability. It emphasizes focusing initial sales efforts on the right customers who can provide references and feedback. The CEO should act as the chief sales and marketing officer to convey passion for the product. A multi-pronged sales strategy should include networks, partnerships, and referrals while actively listening to customers. Marketing distinguishes a product while sales close customers.
This unit covers the key topics of entrepreneurship including the roles and process of entrepreneurship, necessary entrepreneurial skills, types of businesses and entrepreneurs. It discusses that entrepreneurship plays a significant role in socioeconomic development by increasing productivity, creating jobs, aiding technology transfer, and enhancing living standards. The entrepreneurial process involves identifying opportunities, developing a business plan, acquiring resources, starting an enterprise, and managing growth. Critical skills for entrepreneurs include creativity, innovation, risk-taking, problem-solving, and leadership. Entrepreneurs can be classified by the nature of their business, functional characteristics, development angle, and personality traits.
This document provides an introduction to technology entrepreneurship. It defines an entrepreneur as someone who operates a business and innovates new ideas and processes. It then lists 10 common characteristics of entrepreneurs, such as determination, risk-taking, confidence, and passion. The document defines entrepreneurship as launching and running a new business, and technological entrepreneurship as merging technology skills with entrepreneurship. Finally, it contrasts the entrepreneurial process with the technopreneurial process.
There are many types of entrepreneurs, which can be classified in various ways. Some key classifications include innovative entrepreneurs, who introduce new products or ideas; imitative entrepreneurs, who copy innovations; and business entrepreneurs, who establish enterprises to produce new products or services. Entrepreneurs can also be classified based on their industry, such as technical entrepreneurs, who focus on production, or non-technical entrepreneurs, who focus on marketing. The document also discusses spontaneous, induced, motivated, first generation, inherited, and third generation entrepreneurs.
This document provides information on career development and entrepreneurship. It discusses defining career goals and the requirements to achieve those goals. It emphasizes creating a career development plan with milestones and reviewing it regularly. The document also covers personal branding for job seekers, highlighting skills, networking, and continuing education. Additionally, it discusses different levels of entrepreneurial development from self-employment to becoming an entrepreneurial investor. The overall message is on taking steps to advance one's career through planning, skills development, and potentially pursuing entrepreneurship or investment opportunities.
This document provides an introduction and contents for an Entrepreneurship 101 and Export 101 training guide. The guide aims to help participants analyze business practices, identify skills needed for entrepreneurial and export success, understand risk assessment and customer relationships, and develop company and product profiles. The training consists of modules on entrepreneurship and export management that cover topics such as defining entrepreneurs, assessing strengths and weaknesses, selecting export products, and understanding international trade basics. Participants are given assignments to complete a company profile and markets document to develop an export business plan.
This document discusses types of entrepreneurs and portfolio entrepreneurship. It defines portfolio entrepreneurs as individuals who own minority or majority stakes in two or more independent businesses simultaneously. The document notes that portfolio entrepreneurs ideally delegate tasks and leverage partnerships to manage multiple businesses. It discusses factors like families and networks that enable portfolio entrepreneurship. Finally, it provides an example of a portfolio entrepreneur, Christopher Fogg, and concludes that portfolio entrepreneurship is important for rural economic growth.
This document discusses sources of new ideas for entrepreneurs. It identifies five main sources: consumers, existing companies, distribution channels, government, and research and development. For each source, it provides brief explanations. For example, it notes that consumers can express needs that represent large enough markets to support new ventures. It also states that existing companies' competitive products and services can reveal opportunities for new, more appealing offerings. The document emphasizes that understanding consumer and market needs is key to developing new ideas.
This document discusses different types of entrepreneurs: innovators see new opportunities and introduce new goods/methods; imitators are willing to adopt successful innovations; Fabians are cautious and skeptical of changes until an innovation proves successful; drones refuse changes and risk losing their market by continuing traditional methods. Entrepreneurship involves risk but can generate economic growth and innovation if introduced when a certain development level is reached and people embrace change.
Multiple Business Objectives of Business, Profit earning, Human resource development, Market Standing, Brand value, Goodwill, Employee satisfaction, Leadership qualities of the enterprise.
The document discusses different types of entrepreneurs categorized in several ways:
- By innovation: innovative, imitative, fabian, drone, forced, empire entrepreneurs
- By behavior: sole, active partner, inventor, challenger, buyer, life-time entrepreneurs
- By focus group: women, minority, corporate, part-time entrepreneurs
- By nature of business: industrial, trading, agricultural entrepreneurs
It provides details on innovative entrepreneurs who launch new products/markets, imitative entrepreneurs who duplicate successful innovations, and fabian entrepreneurs who are skeptical of change and prefer existing techniques.
The document discusses various methods for generating new business ideas, including focus groups, brainstorming, brainwriting, and problem inventory analysis. Focus groups involve a moderator leading a discussion with 8-14 participants to generate and screen ideas, while brainstorming allows individuals to freely suggest ideas without criticism to stimulate creativity. Brainwriting is a written form of brainstorming where ideas are written on cards or forms passed around a group. Problem inventory analysis provides consumers a list of problems and asks them to identify products with those issues.
Identifying A Good Business Opportunity (Entrepreneurship Development)SAPTARSHI GUHA
The document discusses identifying good business opportunities. It explains that entrepreneurs should solve customer problems and meet needs. Opportunities can arise from new technologies. The document also discusses Only Much Louder, an Indian event management company that solved a need for indie artists. Key resources, location factors, and Bengaluru are summarized. The timing of entering a market and inspiration sources like emerging technologies are also outlined. Finally, the document lists steps after identifying an opportunity like brainstorming, product analysis, and test marketing.
NCV 2 Entrepreneurship Hands-On Support Slide Show - Module 1Future Managers
This slide show complements our learner guide NCV 2 Entrepreneurship Hands-On Training by Pieter Bruwer & Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
What is an Entrepreneur?
One who creates a new business in the face of risk and uncertainty for the purpose of achieving profit and growth by identifying and assembling the necessary resources to capitalize on them.
MBA Curriculam ggsipu Unit 1 Entrepreneurship development
1. concepts and definitions
2. role of entrepreneurship in economic development
3. factors affecting entrepreneurial growth economic and non economic
4. classification and types of entrepreneurs
5.entrepreneurial competencies
6. edp programmes
7.entrepreneurial training
8. traits/qualities of entrepreneur
9.manager vs entrepreneur
10.entrepreneur vs entrepreneurship
11. entrepreneur vs administrator
The document outlines the entrepreneurship process in 5 stages:
1. Discovery, where entrepreneurs generate ideas and study market opportunities.
2. Concept development, where they choose a business location and consider patents/trademarks.
3. Resourcing, where they acquire financial, human, and capital resources from business plans and start production.
4. Actualization, where they operate the business using resources to achieve goals.
5. Harvesting, where they decide the business's future growth, development or demise through marketing and strategic plans.
Entrepreneurship involves organizing and managing resources and assets to create value and bring innovations to the market. Entrepreneurs play a key role in economic development by identifying opportunities, taking risks to launch new businesses, and creating employment. They bring resources together in new combinations to increase value and introduce changes. More entrepreneurs means more innovations and economic growth. Entrepreneurs are classified in various ways, such as by timing of starting their venture, type of business, use of technology, motivations, growth levels, and stage of development.
This document outlines entrepreneurship topics including definitions, importance, traits, types, and processes. It defines entrepreneurship as establishing or improving something to benefit individuals and society. An entrepreneur organizes and operates businesses, taking initiative and risk. Key points include that entrepreneurship creates jobs, drives innovation, and enhances living standards. The document also discusses the traits of successful entrepreneurs, types like producing and investing, and the typical process of discovery, planning, resourcing, managing, and harvesting. It covers risks such as market risks, and barriers including economic, social, and personal challenges. Areas of application for entrepreneurship in healthcare are discussed like medical technology, electronic health records, telemedicine, and building hospitals.
Unit 1 Introduction to Entrepreneurship.pptxbinodjaishi1
Unit 1 of the document provides an introduction to entrepreneurship, defining key terms like entrepreneur, entrepreneurship, and enterprise. It discusses the importance of entrepreneurship in economic development and job creation. It also outlines different types of entrepreneurship like small business entrepreneurship and social entrepreneurship. Obstacles that women entrepreneurs face like lack of financing and family responsibilities are also summarized. McClelland's acquired needs theory of entrepreneurial motivation is introduced, which identifies three main motivational drivers: need for achievement, need for power, and need for affiliation.
Area, Production and Productivity of different crops in Hisar (2018-2019)
Area under different kharif crops according to irrigation source in Hisar (2018-2019)
Percentage distribution of principal crops : 2017-18 (p)
F consumption in tonn(18-19)
Pesticide consumption in tonn
umber of tractors(2018-19)
This document discusses entrepreneurship, including defining entrepreneurship as taking action to solve problems or advance society. It also discusses the importance of entrepreneurship in creating jobs, driving innovation, and improving standards of living. The document outlines key entrepreneurial qualities like being disciplined, confident, and having strong people and work ethic skills. It also discusses the importance of innovation and creativity for entrepreneurship and business success.
The document discusses entrepreneurship and provides definitions and explanations of key concepts related to entrepreneurship including the meaning of entrepreneurship, importance of entrepreneurship, entrepreneurial qualities, types of entrepreneurs, and differences between entrepreneurs, businessmen, and managers. It also covers topics such as creativity and innovation, invention vs innovation, research and development, intrapreneurship, and traits of successful entrepreneurs.
Here are some examples of completing the table with substitute products:
Product 1 Product 2
Description and differentiation
Soda Pop Beer
Both are carbonated beverages but soda pop is non-alcoholic while beer contains alcohol. Soda pop is commonly consumed as a refreshment while beer is an alcoholic beverage.
Bread Pasta
Both can be used as a staple food but bread is made from wheat while pasta is made from grains like wheat and rice. Bread is soft while pasta has different shapes. Bread is commonly used for sandwiches while pasta is often served with sauce.
Pen Pencil
Both can be used for writing but a pen uses liquid ink while a pencil uses graphite. A pen provides
2-Opportunity Identification And Trend Identificatio; Factors affecting entre...BinitKumar67
This document discusses various topics related to new venture planning and management, including defining entrepreneurship and different types of entrepreneurs. It also discusses the competencies and qualities needed for entrepreneurship, as well as factors that affect entrepreneurship. Additionally, it covers opportunity identification, trend identification, forms of business organization, and steps involved in business establishment. The document contains slides on what makes startups succeed according to a study, including key factors like idea, team/execution, business model, funding, and timing. It also notes that most startups ultimately fail and discusses some common reasons for startup failure.
The document discusses business opportunities and how to identify them. It defines a business opportunity as a chance for an entrepreneur to invest resources to offer products or services that satisfy unmet customer needs or solve problems left unaddressed. Business opportunities can arise from new products/services or improving existing ones. The key is observing environmental changes, recognizing needs/problems, evaluating options based on factors like profit potential and competition, and selecting opportunities that match available resources and an entrepreneur's capabilities. The document provides guidance on systematically identifying opportunities through observation, research, and evaluation.
The document outlines the key steps in the entrepreneurial process:
1) Idea generation where the entrepreneur identifies business opportunities by seeking inputs from customers, employees, etc.
2) Opportunity evaluation where the entrepreneur analyzes factors like feasibility, competitive advantage, and personal skills.
3) Developing a business plan that establishes goals, capital needs, and product descriptions.
4) Resourcing and company formation to obtain financing and hire personnel.
5) Launching business operations and establishing a management structure.
6) Harvesting by comparing growth to plans and deciding to stabilize or expand.
The document defines an entrepreneur as someone who creates a new business while taking risks and uncertainties in order to make a profit. It discusses various theories of entrepreneurship including economic, sociological, and psychological theories. It also covers characteristics, types, functions, and barriers of entrepreneurs. The stages of the entrepreneurial process include discovery, concept development, resourcing, actualization, and harvesting. Entrepreneurial culture and its components that promote entrepreneurship are also summarized.
The document defines an entrepreneur as someone who creates a new business while taking risks and uncertainties in order to make a profit. It discusses various theories of entrepreneurship including economic, sociological, and psychological theories. It also covers characteristics, types, functions, and barriers of entrepreneurs. The stages of the entrepreneurial process include discovery, concept development, resourcing, actualization, and harvesting. Entrepreneurial culture and its components that promote entrepreneurship are also summarized.
This document provides an overview of entrepreneurship and entrepreneurs. It defines entrepreneurship and discusses the objectives, characteristics, functions, and types of entrepreneurs. Specifically:
- Entrepreneurship is taking risks to organize and manage a business to make a profit by exploiting opportunities. Entrepreneurs innovate, identify opportunities, and create economic value.
- The objectives are to disseminate knowledge on entrepreneurship, differentiate entrepreneurial activities and functions, and understand the role and barriers of entrepreneurship in India.
- Key characteristics of entrepreneurs include being goal-oriented, risk-taking, creative, hard-working, and self-confident. Primary functions are planning, organizing, decision-making,
This document discusses business opportunities and how to identify them. It defines a business opportunity as a chance for an entrepreneur to invest resources to offer products or services that satisfy unmet customer needs or solve problems left unaddressed. Business opportunities can arise from new products/services or improving existing ones. The key is observing environmental changes, recognizing unfulfilled needs/wants or problems, and discovering opportunities to address them. Proper evaluation involves assessing an opportunity's viability, potential for profit/growth, competitive landscape, and fit with the entrepreneur's skills and available resources.
The document discusses various topics related to entrepreneurship including:
1) Key traits of successful entrepreneurs such as passion, innovativeness, and risk-taking abilities.
2) The differences between managers and entrepreneurs and how entrepreneurs try to create new products/services through improvisation.
3) Factors that motivate entrepreneurs both internally, such as their desires, and externally like financial assistance and government policies.
The document discusses various topics related to entrepreneurship including:
1) Key traits of successful entrepreneurs such as passion, innovativeness, and risk-taking abilities.
2) The differences between managers and entrepreneurs and how entrepreneurs try to create new products/services through improvisation.
3) Factors that motivate entrepreneurs both internally, such as their desires, and externally like financial assistance and government policies.
The document is a lecture note on basic concepts of taxation from Chanderprabhu Jain College of Higher Studies & School of Law. It defines key terms like taxes, direct and indirect taxes, income, assessment year, financial year. It distinguishes between capital and revenue receipts and discusses the differences between direct and indirect taxes. It also explains the concepts of application of income versus diversion of income and gives examples. Finally, it provides an overview of the different sections related to assessment under the Income Tax Act.
Socio-Legal Dimensions of Gender (LLB-507 & 509 )cpjcollege
This paper intends to sensitize the students about the changing
dimensions of gender and also familiarizes them with the subtle manifestations of inequality rooted in our society.
The objective of the paper is to apprise the students with the laws relating to marriage, dissolution, matrimonial remedies, adoption, contemporary trends in family institutions in India, in particular the Hindus and Muslims.
Alternative Dispute Resolution (ADR) [LLB -309] cpjcollege
Alternative Dispute Resolution has become the primary means by which cases are resolved now days, especially commercial, business disputes. It has emerged as the preferred method for resolving civil cases, with litigation as a last resort. Alternative Dispute Resolution provides an overview of the statutory, procedural, and case law underlining these processes and their interplay with litigation. A significant theme is the evolving role of
professional ethics for attorneys operating in non-adversarial settings. Clients and courts increasingly express a preference for attorneys who are skilled not only in litigation but in problem-solving, which costs the clients less in terms of time, money and relationship. The law of ADR also provides an introduction to negotiation and mediation theory.
Environmental Studies and Environmental Laws (: LLB -301)cpjcollege
The objective of this paper is to acquaint the students with the environmental issues and the measures taken for its protection along with the norms prevailing at international and national
level
The paper will focus on the civil procedures followed in instituting a suit. The students will be familiarised with certain important concepts and practical skill development activity will provide insights into the actual working of the court procedures.
The objective of this paper is to provide an understanding of basic concepts of Indian Constitution and various organs created by the Constitution and their functions.
The document discusses various topics related to corporate law including types of companies, forms of business organization, shares, debentures, and securities. It provides information on sole proprietorships, partnerships, corporations, limited liability companies (LLCs), and different types of companies such as private companies and public companies. The document also defines key terms like shares, share capital, debentures, debenture bonds, and classifications of company securities.
It is an indispensable complementary part of our legal system without the study of which no advocate is suitably equipped with the basic requisites required to go to the court.
This document provides an overview of key concepts in international relations discussed in a political science class, including:
- Democracy and its key principles such as majority rule, protection of minority rights, and consent of the governed.
- Federalism and its features such as division of powers between central and state/provincial governments.
- The parliamentary system in India and features such as a ceremonial head of state, executive drawn from the legislature, and collective responsibility of ministers.
- Concepts in international relations like power, sovereignty, and the elements and limitations of national power, including international law, morality, and world public opinion.
This paper focuses on various aspects of health care law including the constitutional perspective, obligations, and negligence of medical professionals and remedies available to
consumers of health care.
The object of this paper is to focus on land reforms in India, Constitutional provisions related to land reforms, Land Acquisition, Rehabilitation, and Resettlement Act,2013, Urban Real Estate Development Laws and the Provisions of the Rent Laws under the
Delhi Rent Control Act, 1958.
Business Environment and Ethical Practices (BBA LLB 213 )cpjcollege
The objective of the course is to familiarize students with the different aspects of business environment and ethical practices to be adopted by organizations in conducting their business.
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Entrepreneurship FDevelopment
1. Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
B.COM V Semester
Entrepreneurship Development
Unit-1
3. What is an Entrepreneur?
One who creates a new business in the face of
risk and uncertainty for the purpose of achieving
profit and growth by identifying and assembling
the necessary resources to capitalize on them.
5. Schumpter’s Definition of
Entrepreneur
Reform or revolutionize the pattern of
production by exploiting an invention
or more generally , an untried
technological possibility for producing
a new commodity
6. Characteristics of Entrepreneurs
Desire for responsibility
Preference for moderate risk
Confidence in their ability to succeed
Desire for immediate feedback
High level of energy
Future orientation
Skilled at organizing
Value achievement over money
7. Functions of Entrepreneur
Innovation
Risk Taking
Organization Building
Absorb uncertainty
Frame the Challenge
Build Commitment
8. Entrepreneurs...Traits
Self-confident and optimistic
Able to take calculated risk
Respond positively to changes
Flexible and able to adapt
Knowledgeable of markets
Able to get along well with others
Independent minded
9. Entrepreneurs...Traits II
Energetic and diligent
Creative, need to achieve
Dynamic Leader
Responsive to suggestions
Take initiatives
Resourceful and persevering
Perceptive with foresight
13. EXTERNAL FACORS
Govt. assistance and support
Availability of labor and raw material
Encouragement from big business houses
Promising demand for the product
14. TYPES OF ENTREPRENEUR
According to the type of business
According to the use of technology
According to the motivation
According to the growth
According to the area
According to the gender & age
According to the sale of operation
15. Type of Business
Business Entrepreneur( individuals who conceive an idea for a
new product or service & then create a business to materialize their
idea.)
Trading Entrepreneur (Is one who undertakes trading activities &
is not concerned with the manufacturing work)
Industrial Entrepreneur (a manufacturer who identifies the
potential needs of customers & tailors a product to meet the marketing
needs)
Corporate Entrepreneur (Is a person who demonstrates his
innovative skill in organizing & managing corporate undertaking)
Agricultural Entrepreneur ( Is one who undertake agricultural
activities as raising & marketing of crops, fertilizers & other input.)
Retail Entrepreneur
Service Entrepreneur
17. INNOVATING ENTERPRENEURS
Is one who introduces a
new goods,inaugrates new
method of production,
discovers new market &
reorganizes the enterprise
18. IMITATIVE ENTERPRENEURS
These are characterized by
readiness to adopt
successful innovations
inaugurated by innovating
entrepreneurs
19. FABIAN ENTERPRENEURS
These are characterized by
a great caution & skepticism
in experimenting any
changes in their enterprises
20. DRONE ENTERPRENEURS
These are characterized by a
refusal to adopt opportunities to
make changes in the production
formulae even at the cost of
severely reduced returns relative
to the other like producers.
21. Barriers to Entrepreneurship
Lack of viable concept
Lack of market knowledge
Lack of technical skills
Lack of capital
Lack of business know how
Time presences and distractions
Legal constraints and regulations
22. Steps in the Entrepreneurial
Process
1. Discovery
2. Concept Development
3. Resourcing
4. Actualization
5. Harvesting
23. Steps in the Entrepreneurial
Process
1. Discovery: The stage in which the
entrepreneur generates ideas,
recognizes opportunities, and studies
the market
24. Steps in the Entrepreneurial Process
2. Concept Development:
– Develop a business plan: a detailed
proposal describing the business
idea
26. Steps in the Entrepreneurial
Process
3. Resourcing: The stage in which
the entrepreneur identifies and
acquires the financial, human, and
capital resources needed for the
venture startup, etc
27. Steps in the Entrepreneurial
Process
4. Actualization: The stage in
which the entrepreneur operates
the business and utilizes
resources to achieve its
goals/objectives.
28. Steps in the Entrepreneurial
Process
5. Harvesting: The stage in which
the entrepreneur decides on
venture’s future growth,
development, or demise.
29. Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
B.COM V Semester
Entrepreneurship Development
Unit-2
31. To Introduce the Entrepreneurial Process &
Preparation of Business Plan for New Ventures.
31
32. Entrepreneurship: the activity
of organizing, managing, and
assuming the risks of a
business or enterprise.
Entrepreneur: an entrepreneur
is a person who engages in
the activities mentioned
above.
32
34. Windowof
Opportunity• Describes the time period in
which a new firm can
realistically enter into the
market.
• New entrants (2nd movers
onwards) will enter into the
market once the window is
opened.
• Interesting to note: Google is not the first in
the search business nor Facebook in the
social network business.
34
35. When is anidea an
opportunity?• Create or add value to
customer.
• Solve a significant problem,
removing a pain point or
meeting demand.
• Have robust market, profit
margin and money
marketing.
• Good fit with founder &
management team at the
right time & place
35
36. Focus on idea and market of the idea.
Talk to industry leaders and players in the same space as the idea.
A typical opportunity analysis plan has four sections:
1. Description of the idea and its competition.
2. Assessment of the domestic and international market for the idea.
3. Assessment of the entrepreneur and the team.
4. Discussion of the steps needed to make the idea the basis for a
viable business venture.
Opportunity
Analysis
36
38. Solving the
Problem
2. Solving a
Problem/Pain
Point
• Notice a problem &
finding a way or
solution tosolve it.
• Observing trends
and ask people
around
what their
problems are.
38
39. Finding Gaps
in the
marketplac
e
• Finding a gap in the
marketplace.
• Oftentimes, big corporations
might give up niche markets
which new companies can take
advantage of.
• Nichemarkets can be scaled
up to a mainstream market or
allow disruptive technologies to
go mainstream.
39
42. Feasibility Analysis
•
•
•
•
The process of determining
whether a business idea is
viable.
Preliminary evaluation of a
business idea .
Conducted for the purpose of
determining whether the idea is
worth pursuing
Determine to a certain degree
of probability the possibility of
whether idea is viable
42
43. Product/Service Feasibility
Analysis
•
•
•
Assessment of overall
appeal of product or
service being
proposed.
Determine whether
there is a market for
the product or service.
The two components
of a product/service
feasibility: Concept &
Usability Testing.
43
44. Preparinga Concept
Statement•
•
A concept statement is
developed before a
company undertakes
product/service feasibility
analysis.
One page description of a
business that is distributed
by entrepreneur for startups
to people who are asked to
provide feedback on the
potential of the business
idea.
44
45. Preparing a Concept
Statement
• Description of product or service being
offered.
Intended target market
Benefits of product or service.
•
•
• Description of how product will be positioned
relative to similar ones in the market.
• Description of how product or service will be
sold & distributed.
• Information about founder or founders of the
firm
45
47. Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
B.COM V Semester
Entrepreneurship Development
Unit-3
49. 3.1 THE INNOVATION
CONCEPT:
Innovation is the specific tool of entrepreneurs, the
means by which they exploit change as an
opportunity for a different business or a different
service. It is capable of being presented as
a discipline, capable of being learned, capable
of being practiced. Entrepreneurs need to
search purposefully for the sources of
innovation, the change and their symptoms
that indicate opportunities for a successful
innovation. And they need to know and to
apply the principles of successful innovation
50. 3.1 THE INNOVATION CONCEPT:
(Continued)
A business opportunity, therefore, is the chance to do
something differently and the better. An innovation is the way of
doing something differently and better. Thus an innovation is the
means of exploiting a business opportunity. Innovation has a
different meaning in economics. All goods (whether physical
products or services) are regarded as being made up of three factors:
nature raw materials, physical and mental labor and capital
(money). An innovation is a new combination of these three
things. Entrepreneurs, as innovators, are people who create new
combinations of these factors and then present to the market for
assessment by consumers. This is a technical conceptualization of
what is innovation is about. It does not give the
practicing entrepreneur much of a guide to what innovation to make,
or how to make it, but it should warn that innovation is a much
broader concept then just inventing new products. It also involves
bringing them to market. Some important areas in which valuable
innovation might be made will be discussed below.
51. NEW PRODUCTS:
One of the most common forms of innovation
is the creation of new product. The new product
may exploit an established technology or it may be
the outcome of a whole new technology. The
new product may offer a radically new way of
doing something it may simply be an existing
theme. David Packard built scientific
instrumentation and information processing
business Hewlett Packard, based on advanced
developments.
52. NEW PRODUCTS:
(Continued)
Products are not simply a physical tool for achieving
particular ends. They can also have a role to play in
satisfying emotional needs. Branding is an
important aspect of this. A brand name reassures the
consumer, draws ready-made associations for them
and provides a means of making a personal statement.
The possibility of innovations being made through
branding should not be overlooked. The English
entrepreneur, Richard Branson, for example, has been
active in using the virgin brand name on a wide
variety of product areas following its initial success in
the airline business. To date, it has been used to create a
point of difference on, among other things, record
labels, soft drinks and personal finance products.
53. NEW SERVICES:
A service is an act which is offered to undertake a
particular task or solve a particular problem. Services are
open to the possibilities of new ideas and innovation just as
much as physical products. For example, the American
entrepreneur, Frederick smith, created the multi-million
dollar international business, federal express, by releasing a
better way of moving parcels between people.
Like physical products, services can be supported by
the effective use of branding. In fact, it is beneficial to
stop thinking about “products” and “services” as distinct
types of business and to recognize that all offerings have
product and service aspects. This is important because it is
possible to innovate by adding a “customer service” in
component to a physical product to make it more attractive
to the user. Similarly, developments in products technology
allow new service concepts to be innovated.
54. NEW PRODUCTION TECHNIQUES:
Innovation can be made in the way in which a product
is manufactured. Again, this might be by
developing an existing technology or by
adopting a new technological approach. A new
production technique provides a sound basis for
success if it can be made to offer the end-user new
benefits. It must either allow them to obtain the
product at lower cost, or to be offered a product
of higher or more consistent quality, all to be
given a better service in the supply of the product.
Production is not about just technology. Increasingly
new production “philosophies” such as just-in-time
supply (JIT) and total quality management (TQM)
are providing platforms for profitable innovation.
55. NEW MEANS OF INFORMING THE
CUSTOMER ABOUT THE PRODUCT:
People will only use a product or service if they know
about it. Demand will not exist if the offering is not
properly promoted to them. Promotion consists of
two parts: a message, what is said, and a means, the
route by which that message is delivered. Both
themessage and the means present latitude for
inventiveness in the way they are approached.
Communicating with costumers can be expensive and
entrepreneurs especially when their ventures are
in an early stage, rarely have the resources to invest
in high profile advertising and public
relation campaigns. Therefore, they are
encouraged to develop new means of promoting
their products.
56. MULTIPLE INNOVATION:
An entrepreneurial venture does
not have to restrict itself to just
one innovation or even one type of
innovation. Success can be built on
a combination of innovations: for
example, a new product delivered in
a new way with a new message.
58. ORGANIZATION FOR INNOVATION:
CORPORATE ENTREPRENEURSHIP
W.D. Guth and A. Ginsberg defined
corporate entrepreneurship (also called in-
trapreneurship) as “the birth of new
business within existing organization, i.e.,
internal innovation or venturing; and the
transformation of organization through renewal
of the key ideas on wish they are built, i.e.,
strategic renewal.” A large corporation that
wants to encourage innovation and creativity
must give the new business unit a certain amount
of freedom while maintaining some degree
of head-quarters control.
59. (Continued)
Burgelman proposes that the uses of a particular
organizational design should be determined by
the strategic importance of the new business to the
corporation and
the relatedness of the unit’s operation to those
of the corporation. The combination of these
two factors results in 9 possible organizational
designs for corporate entrepreneurship.
•
•
ORGANIZATION FOR INNOVATION:
CORPORATE ENTREPRENEURSHIP
60. CORPORATE ENTREPRENEURSHIP
(Continued)
1. Direct integration
2. New product business department
3. Special business unit
4. Micro new ventures departments
5. New venture division
6. Independence business units
7. Nurturing and contracting
8. Contracting
9. Complete spin-off
ORGANIZATION FOR INNOVATION:
62. SOURCES OF INNOVATION
In this book innovation and
entrepreneurship, Peter Drucker
proposed that those interested in
starting an entrepreneurial venture-
either within an established company
or as independent small business-
should monitor seven sources of
innovative opportunity.
63. The first four exist within the industry itself,
and the last three in the social environment.
1.The Unexpected
2.Incongruity
3.Innovation Based on Process Need
4.Changes in Industry or Market Structure
5.Demographics
6.Changes in Perception, Mood, and Meaning
7.New Knowledge
64. Factors affecting a new venture’s
success
Industry structure Business
strategy
Entrepreneurial characteristics
Successful entrepreneurs are better
Successful entrepreneurs seek outside help to
supplement their skills, knowledge
and abilities
Successful
urgency
entrepreneurs have a sense of
Successful
knowledge
entrepreneurs have a detailed
66. Invention versus Innovation:
Analytical
planning
Organizing Implementation
resources
Commercial
application
To identify:
Product
design
market
strategy
financial
need
To obtain:
Materials
technology
human
resources
capital
To accomplish:
Organization
product design
manufacturing
services
To provide:
Value to
costumers
rewards for
employees
revenues foe
investors
satisfaction for
founders
Translation of creative idea into a useful application
67. Innovation is the development process, as
shown in figure. It is the translation of an idea
in to an application. It requires persistence
in analytically working out the details of
product design or service, to develop marketing,
obtainfinances, and
entrepreneur is
plan
going
the
pr
ocess
and
operations. If the
ato manufacture
product,
materials
includes obtaining
technical manufacturing
capabilities, staffing operations,
establishing an organization.
and
68. Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
B.COM V Semester
Entrepreneurship Development
Unit-4