This document discusses sources of entrepreneurial ideas and creative thinking techniques. It begins by outlining the course learning outcomes, which include being able to discuss sources of entrepreneurial ideas, generate new business ideas, evaluate ideas, and propose a value proposition using a business model canvas.
It then covers identifying sources of entrepreneurial ideas, separating them into primary sources like observation, experiments, interviews and surveys, and secondary sources like reliable existing data, references, and media. Specific techniques for primary research like observation, experiments, interviews and surveys are described.
The document also discusses evaluating ideas based on suitability, feasibility, and community response. Factors considered for suitability include experience, knowledge, skills, capital and interest. Fe
Definition of an entrepreneur and entrepreneurship, differences between the concept of entrepreneur and businessman, the competency of successful entrepreneurship, the roles and social responsibilities of entrepreneur.
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Definition of business plan, the purpose of business plan, the important elements, and the standard format of the business plan. The characteristics of a good business plan, format and minimum requirement required by financial institutions and government agencies.
This document discusses sources of entrepreneurial ideas and how to evaluate ideas. It identifies primary and secondary sources for ideas, and suggests considering personal experience, knowledge, skills, and capital. The document also notes that ideas should suit the local community and be feasible by considering legislation, competitors, capital requirements, and risks. Finally, it recommends strategies for generating ideas such as involving customers, suppliers, and benchmarking other ideation methods.
Definition of an entrepreneur and entrepreneurship, differences between the concept of entrepreneur and businessman, the competency of successful entrepreneurship, the roles and social responsibilities of entrepreneur.
MPU22012 Lecture 3 - Business Ownership and Support SystemMOHD ZAINI ZAINUDIN
Principle and concept of business ownership, including factors that are influence the choice of ownership, types, characteristics of each business ownership, advantages and disadvantages, the differences of business ownership and the procedure of business ownership registration and business support agencies.
Definition of an entrepreneur and entrepreneurship, differences between the concept of entrepreneur and businessman, the competency of successful entrepreneurship, the roles and social responsibilities of entrepreneur.
MPU22012 Lecture 4 - Small Business Management and PlanningMOHD ZAINI ZAINUDIN
Definition of business plan, the purpose of business plan, the important elements, and the standard format of the business plan. The characteristics of a good business plan, format and minimum requirement required by financial institutions and government agencies.
This document discusses sources of entrepreneurial ideas and how to evaluate ideas. It identifies primary and secondary sources for ideas, and suggests considering personal experience, knowledge, skills, and capital. The document also notes that ideas should suit the local community and be feasible by considering legislation, competitors, capital requirements, and risks. Finally, it recommends strategies for generating ideas such as involving customers, suppliers, and benchmarking other ideation methods.
Definition of an entrepreneur and entrepreneurship, differences between the concept of entrepreneur and businessman, the competency of successful entrepreneurship, the roles and social responsibilities of entrepreneur.
MPU22012 Lecture 3 - Business Ownership and Support SystemMOHD ZAINI ZAINUDIN
Principle and concept of business ownership, including factors that are influence the choice of ownership, types, characteristics of each business ownership, advantages and disadvantages, the differences of business ownership and the procedure of business ownership registration and business support agencies.
Rangkuman menjelaskan beberapa jenis rancangan perniagaan yang dapat disiapkan oleh usahawan, termasuk rancangan perniagaan untuk pinjaman bank, perniagaan ritel, internet, pemodal teroka, pertanian, dan francais. Komponen penting dalam rancangan perniagaan juga dibahas, seperti ringkasan eksekutif, industri, syarikat, produk, analisis pasar, pemasaran, operasi, pengurusan, dan laporan keuangan.
Definition of business plan, the purpose of business plan, the important elements, and the standard format of the business plan. The characteristics of a good business plan, format and minimum requirement required by financial institutions and government agencies.
This document provides an overview of entrepreneurial ideas and opportunities. It defines a business idea as a concept that can generate profits if turned into a product or service, and defines an opportunity as potential for something new involving changes in knowledge, technology, economy, politics or demographics. The primary sources of ideas and opportunities discussed are observation, experiments, interviews, surveys, and published references. It then outlines a six-step process for recognizing, analyzing, and choosing opportunities: 1) identifying customer needs, 2) scanning the business environment, 3) self-evaluation, 4) assessing social values, 5) choosing opportunities, and 6) constructing a business plan. Guidelines for choosing an idea include performing research, assessing workforce and funding needs,
The document discusses entrepreneurial motivation and competencies. It explains that the three main social motives that drive human behavior are the need for achievement, power, and affiliation. Entrepreneurs are typically driven by a high need for achievement. They take calculated risks, believe they control their own success or failure, and learn from failures. The document also outlines ten key personal competencies of successful entrepreneurs, including initiative, seeing and acting on opportunities, persistence, information seeking, concern for quality, commitment, efficiency, planning, problem solving, and self-confidence.
This document discusses different types of entrepreneurship and entrepreneurs. It defines entrepreneurship and differentiates it from entrepreneurs. It then classifies types of entrepreneurship into corporate, private, intrapreneurship, social, public sector, and academic entrepreneurship. It also describes types of entrepreneurs such as corporate, independent, social, public, and academic. The document aims to disseminate knowledge about the different types of entrepreneurship and differentiate between them.
This document discusses the evolution of entrepreneurship and top business families in Pakistan. It traces the development of entrepreneurship from the 1950s during Ayub Khan's rule, which led to the rise of prominent business families. Some key business families mentioned include the Mansha, Habib, Saigal, Dewan, and Hashwani families. It also discusses some prominent women entrepreneurs like Uzma Gul, Ayesha Zeenat, and Robina Jamil who have started successful businesses in Pakistan despite challenges. The document outlines the history of entrepreneurship and policies in Pakistan that have impacted the business landscape.
This document discusses theories and concepts of entrepreneurship. It provides definitions of entrepreneurship from various scholars throughout history. It also discusses the importance of entrepreneurship to the Malaysian economy and introduces concepts of Islamic entrepreneurship, including that it is an integral part of the religion guided by principles from the Quran and Hadith. The session objectives are for students to understand various theories and concepts of entrepreneurship and have a deeper understanding of the discipline.
The document discusses different types of business entities that can be formed in Malaysia. It covers sole proprietorships, partnerships, and private limited companies.
Sole proprietorships are owned by one person whose liability is unlimited. Partnerships involve two or more owners who jointly own and operate the business and share profits and losses. Private limited companies have a separate legal identity from their owners and owners' liabilities are limited to their shares. The document provides details on establishing and registering each type of business entity under Malaysian law.
The document discusses the concepts of creativity, innovation, and entrepreneurship. It defines creativity as generating unique ideas, innovation as implementing creative ideas, and entrepreneurship as commercializing innovations. Various techniques for stimulating creativity are also presented, such as brainstorming, lateral thinking, and mind mapping.
Dokumen ini membahas tentang pengantar ekonomi Islam, termasuk definisi, sumber hukum, tujuan, dan peranan manusia dalam ekonomi Islam. Dokumen juga membahas tentang kekurangan sumber daya, masalah ekonomi, dan hubungan antara ekonomi dengan ibadah serta jihad.
The document discusses identifying business opportunities by scanning the external environment and one's own skills. It describes scanning politically, economically, socially and technologically to understand customer needs. Both macro environmental scanning (e.g. of industries) and micro scanning (e.g. specific opportunities within industries) are important. Self-evaluation of one's experience, knowledge, skills, finances and interests helps identify viable opportunities. Screening opportunities considers legality, competition, capital needs, risk, liquidity, credit availability and exchange rates.
Management involves planning, organizing, leading and controlling organizational resources to achieve goals effectively and efficiently. Managers coordinate the efforts of people and ensure tasks are completed. The document discusses definitions of management, the management process, functions of managers, types of managers, managerial skills, roles and challenges of management. It notes management must adapt to ongoing changes like globalization, diversity, technology and team-based structures. Contemporary managers are described as sponsors, communicators, problem-solvers and leaders of change.
This document provides an overview of entrepreneurship for beginners. It defines entrepreneurship as undertaking an endeavor to transform innovations into economic goods. The main differences between entrepreneurship and small business are that entrepreneurs spot opportunities, take risks, and aim to expand, while small businesses often copy existing ideas and lack ambition for growth.
To succeed in entrepreneurship requires having the right attitude like seeing it as a career, being positive and ready to work smart and hard. It is important to have clear business plans for both the present and future. Entrepreneurs must continuously learn technical and business skills to compete and comply with regulations. The story of Ibukun Awosika who founded a successful furniture business despite no prior experience is
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The document discusses business opportunities and how entrepreneurs can identify them. It defines a business opportunity as an economic idea that can be implemented to start a profitable business venture. It states that opportunities must have an assured market, attractive returns, be practical, allow the entrepreneur's competence, and have growth potential. Entrepreneurs must analyze ideas based on these factors to identify true opportunities.
Rangkuman menjelaskan beberapa jenis rancangan perniagaan yang dapat disiapkan oleh usahawan, termasuk rancangan perniagaan untuk pinjaman bank, perniagaan ritel, internet, pemodal teroka, pertanian, dan francais. Komponen penting dalam rancangan perniagaan juga dibahas, seperti ringkasan eksekutif, industri, syarikat, produk, analisis pasar, pemasaran, operasi, pengurusan, dan laporan keuangan.
Definition of business plan, the purpose of business plan, the important elements, and the standard format of the business plan. The characteristics of a good business plan, format and minimum requirement required by financial institutions and government agencies.
This document provides an overview of entrepreneurial ideas and opportunities. It defines a business idea as a concept that can generate profits if turned into a product or service, and defines an opportunity as potential for something new involving changes in knowledge, technology, economy, politics or demographics. The primary sources of ideas and opportunities discussed are observation, experiments, interviews, surveys, and published references. It then outlines a six-step process for recognizing, analyzing, and choosing opportunities: 1) identifying customer needs, 2) scanning the business environment, 3) self-evaluation, 4) assessing social values, 5) choosing opportunities, and 6) constructing a business plan. Guidelines for choosing an idea include performing research, assessing workforce and funding needs,
The document discusses entrepreneurial motivation and competencies. It explains that the three main social motives that drive human behavior are the need for achievement, power, and affiliation. Entrepreneurs are typically driven by a high need for achievement. They take calculated risks, believe they control their own success or failure, and learn from failures. The document also outlines ten key personal competencies of successful entrepreneurs, including initiative, seeing and acting on opportunities, persistence, information seeking, concern for quality, commitment, efficiency, planning, problem solving, and self-confidence.
This document discusses different types of entrepreneurship and entrepreneurs. It defines entrepreneurship and differentiates it from entrepreneurs. It then classifies types of entrepreneurship into corporate, private, intrapreneurship, social, public sector, and academic entrepreneurship. It also describes types of entrepreneurs such as corporate, independent, social, public, and academic. The document aims to disseminate knowledge about the different types of entrepreneurship and differentiate between them.
This document discusses the evolution of entrepreneurship and top business families in Pakistan. It traces the development of entrepreneurship from the 1950s during Ayub Khan's rule, which led to the rise of prominent business families. Some key business families mentioned include the Mansha, Habib, Saigal, Dewan, and Hashwani families. It also discusses some prominent women entrepreneurs like Uzma Gul, Ayesha Zeenat, and Robina Jamil who have started successful businesses in Pakistan despite challenges. The document outlines the history of entrepreneurship and policies in Pakistan that have impacted the business landscape.
This document discusses theories and concepts of entrepreneurship. It provides definitions of entrepreneurship from various scholars throughout history. It also discusses the importance of entrepreneurship to the Malaysian economy and introduces concepts of Islamic entrepreneurship, including that it is an integral part of the religion guided by principles from the Quran and Hadith. The session objectives are for students to understand various theories and concepts of entrepreneurship and have a deeper understanding of the discipline.
The document discusses different types of business entities that can be formed in Malaysia. It covers sole proprietorships, partnerships, and private limited companies.
Sole proprietorships are owned by one person whose liability is unlimited. Partnerships involve two or more owners who jointly own and operate the business and share profits and losses. Private limited companies have a separate legal identity from their owners and owners' liabilities are limited to their shares. The document provides details on establishing and registering each type of business entity under Malaysian law.
The document discusses the concepts of creativity, innovation, and entrepreneurship. It defines creativity as generating unique ideas, innovation as implementing creative ideas, and entrepreneurship as commercializing innovations. Various techniques for stimulating creativity are also presented, such as brainstorming, lateral thinking, and mind mapping.
Dokumen ini membahas tentang pengantar ekonomi Islam, termasuk definisi, sumber hukum, tujuan, dan peranan manusia dalam ekonomi Islam. Dokumen juga membahas tentang kekurangan sumber daya, masalah ekonomi, dan hubungan antara ekonomi dengan ibadah serta jihad.
The document discusses identifying business opportunities by scanning the external environment and one's own skills. It describes scanning politically, economically, socially and technologically to understand customer needs. Both macro environmental scanning (e.g. of industries) and micro scanning (e.g. specific opportunities within industries) are important. Self-evaluation of one's experience, knowledge, skills, finances and interests helps identify viable opportunities. Screening opportunities considers legality, competition, capital needs, risk, liquidity, credit availability and exchange rates.
Management involves planning, organizing, leading and controlling organizational resources to achieve goals effectively and efficiently. Managers coordinate the efforts of people and ensure tasks are completed. The document discusses definitions of management, the management process, functions of managers, types of managers, managerial skills, roles and challenges of management. It notes management must adapt to ongoing changes like globalization, diversity, technology and team-based structures. Contemporary managers are described as sponsors, communicators, problem-solvers and leaders of change.
This document provides an overview of entrepreneurship for beginners. It defines entrepreneurship as undertaking an endeavor to transform innovations into economic goods. The main differences between entrepreneurship and small business are that entrepreneurs spot opportunities, take risks, and aim to expand, while small businesses often copy existing ideas and lack ambition for growth.
To succeed in entrepreneurship requires having the right attitude like seeing it as a career, being positive and ready to work smart and hard. It is important to have clear business plans for both the present and future. Entrepreneurs must continuously learn technical and business skills to compete and comply with regulations. The story of Ibukun Awosika who founded a successful furniture business despite no prior experience is
Warisan Kerajaan Kesultanan Melaka - Politik, Ekonomi & SosialSKSP
Nota Pembentangan Tutorial Sejarah : Warisan Kerajaan Kesultanan Melaka - Politik, Ekonomi & Sosial oleh guru pelatih PISMP Kajian Sosial Sem 2/2011 di IPG KaDRI
What makes a strong Intuit innovation culture Michael Kalika
This presentation is about Intuit innovation culture that includes topics like Intuit innovation journey, customer obsession, design thinking, learning from failures and autonomy, mastery and purpose.
The document discusses business opportunities and how entrepreneurs can identify them. It defines a business opportunity as an economic idea that can be implemented to start a profitable business venture. It states that opportunities must have an assured market, attractive returns, be practical, allow the entrepreneur's competence, and have growth potential. Entrepreneurs must analyze ideas based on these factors to identify true opportunities.
How to Think Like an Insurtech - Design Thinking & Insurance at Insurance Ope...Josh Levine
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The document discusses creativity, innovation, and identifying business opportunities. It defines creativity as the ability to produce novel and high-quality work, and innovation as converting opportunities into marketable ideas. The document outlines the four-step process of identifying opportunities: 1) identifying customer needs, 2) environmental scanning and self-analysis, 3) screening opportunities, and 4) selecting an opportunity and preparing a business plan. It also discusses encouraging creativity through brainstorming and the accumulation of knowledge, and different types of innovation including product, process, and paradigm innovation.
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“Innovate or die!” “Let’s create an innovation culture!” “Ideas, ideas, ideas!” “Great brainstorming session. Woohoo, now we’re innovators!”
All organizations strive to innovate. So why do so many companies, especially B2B companies, fall short on truly innovating? Join JJ Rorie, Managing Director of product management consultancy Envision Advisory, as she dives into these common pitfalls of B2B product innovation:
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The document discusses ideation, innovation, creativity, and protecting ideas. It provides information on where to get ideas, developing ideas, evaluating ideas, and obstacles to innovation. Organizational motivation and creativity components are also covered. Examples of patents, trademarks, and copyrights are given to explain how to protect different types of ideas.
This document provides an overview of a business creativity and analytical thinking online course. It includes learning objectives, a lecture guide, and content on defining creativity from a business perspective. The key points are:
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2. MOHD ZAINI ZAINUDIN
LECTURER
Hi Everyone, you are in Entrepreneurship MPU22012 class!
Woot! Woot!
Sources of business ideas, process to
generate business ideas, evaluation,
approaches in seeking the business ideas
and creative thinking techniques.
INTRODUCTION
3. TOPIC OUTLINES
Upon completing this course, students
should be able to :
1. Discuss the sources of entrepreneurial ideas.
2. Explain techniques for generating new business ideas.
3. Present the process of generating and evaluating business ideas.
4. Transform ideas into business opportunities using Business Model Canvas.
4. Upon completing this course, students
should be able to :
1. Propose the value proposition of entrepreneurial idea using Business model Canvas. (A3,
CLS 3B)
COURSE LEARNING OUTCOMES
5. 1
5
ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION
ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
HOW TO IDENTIFY
SOURCES OF
ENTREPRENEURIAL
IDEAS?
6. 6
ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
DEFINITION
“
# Is a business concept that
results in profits if it is turned into a
tangible product or service.
# Also defined as the potential to
create something new that
involves changes in knowledge,
technology, economy, politics,
social and demographic
conditions.
# A business idea and opportunity
can be obtained through primary
and secondary sources.
# These sources will provide the
types of information needed by an
entrepreneur to effectively identify
opportunities or evaluate ideas.
7. 7
ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
WHEN does business
opportunity can exist?
“
# A product does not
meet customer’s
expectation.
“
# Customer needs a
product which is not
available in market.
8. 8
ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
HOW AND WHERE CAN WE
GET THE INFORMATION?
“
BY
GATHERING
IT FROM
“
# PRIMARY SOURCES
# SECONDARY SOURCES
9. 9
ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
SOURCES OF
ENTREPRENEURIAL
IDEAS
PRIMARY SOURCES
Refers to original data that is
gathered and evaluated.
Information collected firsthand from
such sources as:
OBSERVATION, EXPERIMENTS,
INTERVIEWS and SURVEYS.
SECONDARY SOURCES
Data already gathered for one use.
Information that has been gathered
by researchers and recorded in
books, articles, and other
publications.
Type of secondary data :
RELIABLE EXISTING DATA,
REFERENCES, MASS MEDIA and
ELECTRONIC MEDIA.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
PRIMARY
SOURCES
“
# OBSERVATION
# EXPERIMENTS
# INTERVIEWS
# SURVEYS
Refer to first-hand data or information gathered
directly through OBSERVATION, EXPERIMENTS,
INTERVIEWS and SURVEYS.
Direct or firsthand evidence about an event, object,
person or work of art.
Materials can be written and non-written, the latter
including sound, picture, and artefact
Examples of primary sources include:
Personal correspondence and diaries, Works of art
and literature, Speeches and oral histories, Audio
and video recordings, Coins and tools, Laws and
legislative hearings.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
Observation
“ Data is gathered by observing and
recording the respondent’s actions in an
activity.
EXAMPLE :
An individual sitting at a selected location
everyday for a week and counting the
number of pedestrians and cars that pass
by. From this number, it can be estimated
whether the location is suitable for
business operations.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
Experiments
“
Experiments or product sampling is another option.
The entrepreneur makes a number of sample products and
provides them to a small group of consumers for the
purpose of experimentation.
The result of this experiment can then be used to determine
how well the product is received by consumers.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
Interviews
“
Field research covers interviews with customers, suppliers,
competitor and industry experts. Can be conducted in TWO ways:
Personal Interview:
The interviewer needs to be friendly and
polite, not to influence the interviewee’s
responses with comments, body
language or facial expressions.
Telephone Interview :
The interviewer needs to include alternative
ways to rephrase the question in case the
interviewee faces problems in understanding
the question.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
Surveys
“ Refers to the development of a short
questionnaire with respect to the targeted
product.
The questions should be
very specific.
Answers provided must be
limited and straightforward.
EXAMPLE :
Yes or No
Excellent
Good
Fair or Poor
Agree or Disagree.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
SECONDARY
SOURCES
“
# RELIABLE EXISTING DATA
# REFERENCES
# MASS MEDIA / ELECTRONIC MEDIA.
Refer to desk research. Also known as library research.
It involves gathering data that have already been compiled and are available at a very
reasonable cost or sometimes even free
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
Reliable Existing Data
“
A secondary source that can be used by
an entrepreneur is existing data which is
reliable.
EXAMPLE :
Information obtained from annual report
of companies.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
References
“
An entrepreneur can use references such as
published information from the LIBRARY, INTERNET
and PAID DATABASE SERVICES which provide
information on market growth, overall industry
perspectives and customer profiles.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
Mass / Electronic Media
“
Information on raw materials can be a
business opportunity for an entrepreneur.
In the era of ICT, the internet becomes a
vital source of quick and accurate
information on business ideas.
EXAMPLE :
Advertisement and
information in the
NEWSPAPERS,
MAGAZINES and the
INTERNET.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
DETERMINE ENTREPRENEURIAL IDEAS
“
a)
Suitability of Ideas.
i. Experience
ii. Knowledge
iii. Skills
iv. Capital
v. Interest
c)
Feasibility of The
Ideas.
i. Legislation Aspect
ii. Competitors
iii. Capital Required
iv. Risk
b)
Community’s
Response.
i. local community
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
a)i- Experience?
“
An entrepreneur runs a business
that suits his experience in the
profession.
The intelligence to find an
opportunity from past
experience can be a way to
gain success in business.
EXAMPLE :
Years of experience working
as a CHEF at a HOTEL will
enable the individual to set
up and operate a restaurant
on his own.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
a)ii- Knowledge?
“
Experience alone is not enough to
run a business.
The entrepreneur has to be
equipped with the knowledge on
operating a business.
EXAMPLE :
When a chef open a RESTAURANT,
he must KNOW HOW TO prepare
food, manage the business,
prepare accounts, arrange his
staff’s duty schedule and how to
treat his customers well.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
a)iii- Skills?
“
The entrepreneur must have the necessary skills in carrying
out his job. Skills are usually born from experience and
knowledge. This is an advantage that is difficult to obtain.
EXAMPLE :
A very SKILFUL TAILOR can produce
clothes of HIGH QUALITY in a SHORT
PERIOD OF TIME.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
a)v- Interest?
“ Interest is an important aspect that must be taken
seriously as it can give self-confidence and a sense
of responsibility towards the business carried out by
an entrepreneur.
With interest, the entrepreneur will be able to
concentrate on his profession and automatically
more effort for the growth of his business.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
b) Community’s Response
“
The chemistry between a business idea
and the society is an important aspect
that must be taken into consideration
before starting a business.
A business opportunity must be
consistent so as not to oppose the
society’s acceptance in terms of
consumer’s values, norms and culture.
EXAMPLE :
Disco and gambling places which
opened in Malay villages is
oppose to the religious values of
Muslim community.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
c)i- Legislation Aspect
“
A business idea that has been
suggested must be approved
by the law.
Although the business can
produce high profits, it should
not be one which is against the
law.
EXAMPLE :
The PIRATE CD BUSINESS can
gather profit easily. However, it is
AGAINST THE LAW to produce and
sell pirate CDs.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
c)ii- Competitors
“
An entrepreneur in a new venture
must really analyse his competitors in
the industry.
Competitors are those who are in the
same business, fulfilling customers’
needs which are similar to those of
entrepreneurs.
The entrepreneur should identify
the strengths and weaknesses of
his competitors in terms of
organizational resources, such as
human resource, financial and
physical assets, and reputation.
ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION :
IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
c)iii- Capital Required
“
Capital refers to the amount
invested in the company.
A lot of business have failed
due to insufficient capital.
3 types of capital
required for a business
operation :
1- Fixed or Permanent Capital
2- Working Capital
3- Plantation or Growth Capital
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
c)iii- Capital Required
“
3 types of capital required for a business operation :
1- Fixed or Permanent Capital
Fixed capital is the amount of capital invested
in a business which is required for the
purchase of permanent assets.
EXAMPLE : building, land and equipment.
Sometimes known as supplementary factor,
indirect factor or overhead factors.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
c)iii- Capital Required
“
3 types of capital required for a business operation :
2- Working Capital
Refers to the assets of a business
that can be used to support
business operations involving a
short time period.
Used to buy inventory, pay bills and
salaries, and for emergency
purposes.
Needed to finance the business’s
day-to-day operational costs.
Known as a variable factor, prime
factor or direct factor.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
c)iii- Capital Required
“
3 types of capital required for a business operation :
3- Plantation or Growth Capital
Plantation or growth capital differs from
working capital.
It is not related to the current business
situation.
Needed when businesses undergo
development or changes according to the
direction of the business
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
c)iv- Risk
“
Can be defined as a period
of uncertainty experienced
by a business.
2 types of risks that need to be
given attention before and during
carrying out business operation :
1- Business Risk
2- Financial Risk
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
c)iv- Risk
“
2 types of risks required for a business operation :
1- Business Risk Factors which have the potential affecting a
business operation and its profitability.
2 types of business risks :
(a) Controllable business risk
• Can be managed by the entrepreneur
such as the quality of products and defects
of machines.
(b) Uncontrollable Business Risk
• Risks that are almost impossible to prevent.
• Example : economic recession and natural
disasters.
• Some business risks are difficult to prevent,
such as losses due to accidents.
• However these risks can be transferred to
another authority or second party such as
the insurance company.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : IDENTIFY SOURCES OF ENTREPRENEURIAL IDEAS
c)iv- Risk
“
2 types of risks required for a business operation :
2- Financial Risk
3 categories :
(a) Credit Risk
• Is the risk when debtors are not
able to meet that obligation for
full value.
• If customers/debtors do not pay
the given credit within the specific
time period, it will be classified as
bad debts.
• Hence, the entrepreneur must be
careful when giving out loans to
his customers.
(b) Liquidity Risk
• The risk of insufficient liquid
resources to make all payments on
the due date.
• Even though the entrepreneur has
sufficient assets and net worth to
make a payments, the inability to
convert assets to cash can affect
business operations.
• If the level of cash liquidity is high,
it means that chances of making
profits are high.
• On the other hand, the business
will face problem in the payment
of debts when the level of cash
liquidity is low.
(c) Loan Risk
• A loan is a form of financing
whereby an entrepreneur borrows
money as a source of capital to
conduct his business.
• The loan can be in the form of
long, medium or short-term
financing.
• If the entrepreneur obtains a loan,
he must responsible for the
repayment of debt together with its
interest.
34. 2
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION
ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : CREATIVE THINKING TECHNIQUES
CREATIVE THINKING
TECHNIQUES
USING THE FIT
QUADRANT
35. 35
ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : CREATIVE THINKING TECHNIQUES
“A method that
describes your
PASSIONS, HOBBIES,
SKILLS, and EXPERIENCE
to make you great”
THE “MY FIT” QUADRANT
There is no such thing as a business idea that exists outside
of the context of whoever thought of it. A great idea isn’t
truly great until it fits not just the market, but you as well.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : CREATIVE THINKING TECHNIQUES
01
PASSIONS
What are you passionate about?
Helpful Prompts:
What do you do that makes you the happiest?
What are you doing when you are the happiest?
Passions are the things you spend a lot of time thinking about, things
that you care about. You want to spend a large portion of your life
working on these things. Passions should be obvious and easy to
figure out Write down 5 things you care about, excluding friends and
Family.
The founder of Dropbox said:
"People who pursue their passions remind me of dogs chasing tennis
balls“
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : CREATIVE THINKING TECHNIQUES
02
HOBBIES
Helpful Prompts:
What do you do on the weekends?
If you had nothing to do one day and were not allowed to work,
what would you do?
What are your hobbies?
Hobbies are anything you do for fun. Hobbies help you build skills.
You can build a business around a hobby. Think about what you do
that is unique.
But ask yourself:
- Could you do that all day?
- Would you still be happy if you did it all day?
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : CREATIVE THINKING TECHNIQUES
03 SKILLS
Helpful Prompts:
What could you teach someone?
What do you consider yourself an expert at?
Fill in the blank: I’m the top 10% of ___________
What skills do you have?
Skills are specific or
general things you are
good at.
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : CREATIVE THINKING TECHNIQUES
04
EXPERIENCE
Helpful Prompts:
What do you have inside knowledge on? What scoop do you have?
What industry landscape can you navigate easily and have no learning curve at?
What industry experience do you have?
When you have experience,
you're going to learn easily
in your new business.
42. 42
ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : CREATIVE THINKING TECHNIQUES
THE FIT GENERATOR
Go to your Hobbies, Passion, Skills, & Experiences sheet
Focus on hobbies and skills
See if you can match two of them to create a business idea
Combining your hobbies & skills to create ideas
Action (skills) + passion + customer demand (hobbies)
- create a blog with recipes
- create an online eCommerce shop for recipes
- create an app that helps bakers save recipes
Example: Baking & Web development
Combine a hobby and a skill with a business model
Example:
- On demand - delivering baked goods
- Shared economy - app for selling leftover baked goods
- Subscription service - customized recipes website
If you have skills, you are more
likely to succeed
If you have passion, you will be
more motivated
Create something that's value
adding
If you don't like it in the end, go
back and repeat the process
44. 3
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION
ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : PROCESS OF GENERATING AND EVALUATING BUSINESS IDEAS
PROCESS OF ORGANIZING,
ANALYZING, AND
CHOOSING BUSINESS
OPPORTUNITY
45. 45
ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : PROCESS OF GENERATING AND EVALUATING BUSINESS IDEAS
APPROACHES TO SEEKING
BUSINESS IDEAS
01 Fulfilling needs and interest
04 Observing changes in the
community
02 Analyzing life problems
05 Using the latest technology
03
Diversifying the usage of
goods 06
Observing and establishing
network
46. 46
ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : PROCESS OF GENERATING AND EVALUATING BUSINESS IDEAS
GUIDELINE IN CHOOSING A BUSINESS IDEA AND
OPPORTUNITY
01 Data collection and research
04 Funding
02 Preparation of a complete
business plan 05 Hiring of a workforce if
necessary
03
Establishment of linkage or
networks 06
Confidence and
good time management
47. 4
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ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION
ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : BUSINESS MODEL CANVAS STRATEGY
BUSINESS MODEL
CANVAS STRATEGY
48. 48
ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : BUSINESS MODEL CANVAS STRATEGY
DEFINITION
“The Business Model Canvas is a strategic
management and lean startup template
for developing new or documenting
existing business models.
It is a visual chart with elements
describing a firm's value proposition,
infrastructure, customers, and finances.
Introduce by Osterwalder and Pigneur
in year 2010
49. 49
ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : BUSINESS MODEL CANVAS STRATEGY
“A business model describes the rationale
of how an organization creates, delivers,
and captures value”
From Business Model Generation
By Alexander Osterwalder & Yves Pigneur (2010)
50. 50
DEFINITION
“ • BMC is a simple and easy framework
to give an overview of the business.
• Consist of 9 building blocks to
understand the overall picture of our
chosen business.
• The objective is to creates hands on
tools that foster understanding,
discussion, creativity and easily can
see the idea in one blue print.
ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : BUSINESS MODEL CANVAS STRATEGY
51. 51
ADVAN OF BMC
“ • One-page snap-shot.
• Graphical – ability to see relationships
between boxes.
• Easy to validate/pivot/change.
• Different canvas for different markets,
customer segments, products, etc.
ENTREPRENEURIAL IDEAS, CREATIVITY & INNOVATION : BUSINESS MODEL CANVAS STRATEGY