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Entrepreneurship and Business management
1.
2. An entrepreneur is an individual who makes the new business
rather than being working as employee.
The entrepreneur creates the new business and runs the
business with the inclusion of specific risks, rewards as
assumptions
3. Different personal characteristics and traits possessed by the
Entrepreneurs which may vary among different types
These personal characteristics and traits are very important
that drive the entrepreneurs to lead successful venture in
business
Discrepancies are present with the different types of business
such as the small business, global business owner, and social
entrepreneur
4. Various situational factors help to provide the similarities and
differences among the entrepreneurs
Factors include the investments, exit strategy, location, profit,
donation, work hours, objectives in organizations, and
organizational structure.
5. Few skills for entrepreneurship are as follows:
◦ Planning
◦ Communication
◦ Marketing
◦ Interpersonal
◦ Management
◦ Personal traits
◦ Leadership
◦ Customer focus
6. Entrepreneurship relies on the environmental factors
Environmental factors such as culture, infrastructure, and
other support elements widely influence entrepreneurship
7. Various factors affect the start-up business as follows:
◦ Personal background
◦ Education
◦ Culture
◦ Economy
◦ Characteristic traits
8. Culture acts as a business driver in Entrepreneurship
Enhances the cross-cultural relationship of the entrepreneurs
with that of the clients
Other motivational drivers such as Intrinsic and extrinsic
motivational factors acts as key drivers for entrepreneurship
Flexibility, control, team management, legacy, and money are
few known drivers for the growth of the entrepreneurs
9. Few risks and rewards however present in the start-up
business as follows:
◦ Risks:
Income inconsistency
Finance mismanagement
Huge tax bills and risks in security
◦ Rewards:
Independence
Flexible schedule
Tax deductions
Locations
10. Reduction in personal expenses by trimming unnecessary
costs
Management of finance, accounts, and projects
Back-up availability to manage any issues
Maintaining proper schedules for deliverables
Decision making for investments
Quality and risk management in the process
11. Andersson, S. a. E., 2006. The entrepreneur in the born global firm in Australia and
Sweden. Journal of Small Business and Enterprise Development, 13(4), pp. 642-
659.
Black, E. B. F. T. A. a. W. D., 2005. Are Entrepreneurs born or made? Views of
Entrepreneurs and venture capitalists.. In ICSB Conference Proceedings.
BURNS, 2011. Entrepreneurship and Small Business. 3 ed. Basingstoke(Palgrave):
MacMillan.
CARTER, S. a. J.-E. D., 2012. Enterprise and Small Business: Principles, Practice and
Policy. London: Pearson.
DOWN, S., 2010. Enterprise, Entrepreneurship and Small Business. London: Sage.
Flora, C., 2006. Are entrepreneurs born or made?. Rural Development News, 28(4),
pp. 1-7.
GRIFFITHS, A. a. W. S., 2011. Economics for Business and Management. 3rd ed.
Harlow: Pearson.
Light, P., 2006. Reshaping social entrepreneurship. Stanford Social Innovation
Review, 4(3), pp. 47-51.