Entrepreneurship Q1 1

FIRST QUARTER MODULE
BRIEF INTRODUCTION:
Hello, my dear students!
Welcome to the academic year 2021-2022! Now, that you are already in the 12 th grade, I hope
that you would be more enthusiastic, passionate, and excited for another learning journey even in this
trying time. For the whole quarter, our Entrepreneurship class will put premium on key concepts,
underlying principles, and core competencies in Entrepreneurship as well as the processes of developing
a business plan.
Moreover, you are deemed to activate your prior knowledge in your previous related subjects in
order for you to cope up with your tasks and activities. We will work together to sustain your knowledge
and enhance your skills beyond what is expected. I hope you will enjoy our lessons and the tasks given
to you! Thus, in this first quarter learning module, you are expected to acquire the essential knowledge
and develop the basic skills prescribed by DepEd’s learning standards aligned with the MELCs as
shown in the table below.
God bless and let’s get into it!
WEEK 1- ENTREPRENEURSHIP
The learner demonstrates understanding of key concept, underlying

Content Standard
principles and core competencies in Entrepreneurship.
The learner independently creates/provides a quality and marketable
Performance Standard product and/or service in Entrepreneurship as prescribe in the TESDA
Training Regulation.
Most Essential Learning  Discuss the relevance of the course.
Competencies (MELCs)  Explore job opportunities for Entrepreneurship as a career.
21st Century Learning Skills Critical thinking, creativity
Core Values Excellence, Social Responsibility
REFERENCES: (Please be guided with the given references to help you perform the given activities.
Click the given links and hyperlinks to access the suggested learning resources.)
A. Printed:
Batisan S. (2016). Entrepreneurship, DIWA Senior High School Series. Makati City, Philippines:
Diwa Learning Systems Inc., pp 1-10
TOPIC: CONCEPT OF ENTREPRENEUR
INTRODUCTION:
Before you prepare a business plan, you need to understand first the macro view of
entrepreneurship. This module will teach you the basics of entrepreneurship beginning with what role it
plays in society and the economy. You will also know the key concepts of common and core
competencies which are required skills to become a successful entrepreneur. You will be able to
understand the pros and cons of being an entrepreneur as compared to being an employee. A total
persona of an entrepreneur will be inculcated to you, including the characteristics, behaviours, activities,
values, and mind-set. Last, you will be exposed to the various exciting career opportunities in line with
being an entrepreneur.
Below are the Learning Targets/ Specific Objectives:

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1. Discuss the relevance of entrepreneurship in general, including its economic importance;
2. Define entrepreneurship;
3. Explain the key concepts of common and core competencies in entrepreneurship.
Exploration of Prior Knowledge
Directions: Fill in the K-W-H-L Chart below to assess your prior knowledge and
understanding of the topic on Concept on Entrepreneur
What I Want to How I Can What I Have
What I Know
Find Out Learn More Learned
Skills I expect to use:
PROCESS QUESTIONS/ FOCUS QUESTIONS:
Below are the key guide questions that you should remember as you perform all the activities in this
lesson. You should be able to answer them at the end of the week.
1. What is entrepreneurship?
2. What are the types of entrepreneurs?
SHORT EXERCISES/DRILLS:
Exercise 1: Characteristics of an Personal Entrepreneurial Characteristics

entrepreneur
What are the
characteristics of an entrepreneur that
might describe you? Think about how
you may have demonstrated some of the
entrepreneurial characteristics through
your schoolwork, extracurricular
activities, or part-time job. Record your
personal entrepreneurial characteristics
in the table below.
CONTENT DISCUSSION:
INTRODUCTION:
The word “entrepreneur” is derived from the French word entreprendre which means to
initiate or undertake. In the early sixteenth century, the Frenchmen who organized and led military
expeditions were referred to as “entrepreneurs”. The term entrepreneur was applied to business in
the early eighteenth century by French Economist Richard Cantillon. According to him, the
entrepreneur buys factor services at certain prices with a view to sell their products at uncertain
prices in the future. Richard Cantillon conceived of an entrepreneur as a bearer of non-insurable risk.
In the words of Joseph A. Schumpeter (1965), “The entrepreneur in an advanced economy is an

individual who introduces something new in the economy – a method of production not yet tested by
experience in the branch of manufacture concerned, a product with which consumers are not yet
familiar, a new source of raw material or of new markets and the like”. The function of an
entrepreneur according to him is to “reform or revolutionize the pattern of production by exploiting
an invention or more generally, an untried technological possibility for producing a new
commodity”. According to Schumpeter, an entrepreneur is an innovator, who introduces something
new in the economy. Innovation may be: (a) introduction of a. new product, (b) introduction of new
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methods of production, (c) developing new markets and finding fresh sources of raw materials, and
(d) making changes in the organization and management.
Peter F. Drucker (1985), in his book “Innovative Entrepreneurs” defines entrepreneurs as

innovators. Entrepreneurs search for change and exploit opportunities. According to him “Innovation
is the specific tool of entrepreneurs, the means by which they exploit changes 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 changes and their symptoms that indicate opportunities for successful innovation.
And they need to know and to apply the principles of successful innovation”. He further said that an
entrepreneur is one who always searches for changes, responds to it, and exploits it as an
opportunity.
Whatever be the definition, across the world entrepreneurs have been considered instrumental in
initiating and sustaining socio-economic development. There are evidences to believe that countries
which have proportionately higher, percentage of entrepreneurs in their population have developed
much faster as compared to countries which have lesser percentage of them in the society, discover
new sources of supply of materials and markets and they establish new and more effective forms of
organizations. Entrepreneurs perceive new opportunities and seize them with super normal will
power and energy, essential to overcome the resistance that social environment offers. In sum, the
concept of entrepreneurs is intimately associated with the three elements-risk bearing, organizing
and innovating.
• The term “entrepreneur” come from the French word entreprendre which means “to
undertake”. It is a reference to individuals who have initiated the establishment of a
business enterprise.
What Is Entrepreneurship?
Name Year Definitions

Entrepreneurship is a proactive process of developing a business
venture to make a profit. It involves seeking opportunities for a
Batisan
2016 market, establishing and operating a business out of the opportunity,
and assessing its risks and rewards through close monitoring of the
operations.
Entrepreneurship has been defined as that ability to be able to know
Macatangay what products and services are needed by the people, and to be able to
2015
provide these things at the right time, at the right place and to the right
people at the right price.
Medina Entrepreneurship refers to the economic activity of a person who
2014
starts, manages, and assumes the risk of a business enterprise.
Mega entrepreneurs vs. Micro entrepreneurs

(According to Joseph Schumpeter, The theory of Economic Development)
Mega entrepreneurs Micro entrepreneurs

- are individuals who have - type of entrepreneurs found in
generated substantial value developing countries. They
and profits from innovations also initiate business
in a very short period of time. enterprises, the ‘value-added’
These are individuals who and profits they make are
are willing to absorb huge limited. Some introduce
risks of using enormous innovations in the form of
amounts of capital in their changes in their production
business ventures and distribution processes, but
(Quickmba.com). their contribution is minimal
- They create a big amount of and attract few competitors
‘value-added’, these and imitators.
entrepreneurs were cited by
Schumpeter as having
contributed much to the
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economic progress of the
developed countries.
Characteristics of an entrepreneur
• An entrepreneur is a unique individual who has the innate ability and extraordinary
dedication to establish and manage a business, acknowledging all the risks and reaping its
rewards.
• An entrepreneur is a job-giver and not a job-seeker. This means that he is his own boss.
• The entrepreneur identifies an economic need, considers offering a business solution,
proceeds to assemble the resources required, and assumes the risk of either succeeding or
failing.
• An entrepreneur’s natural talent is being perceptive for opportunities in his or her
surroundings that normal people don’t give importance to or often neglect.
• He or she sees existing problems about certain product or service as prospects rather than
threats.
• Leadership is the core of every entrepreneur.
• He or she is always excited about his or her business and bravely take risks. He or she
innovates, executes his or her big ideas, and rarely procrastinates.
Five (5) levels of entrepreneurial development
Levels Explanations
Self-employed persons are, simply put, not comfortable the routine of a desk job.
1. The self-
They do not want to conform to a fixed working schedule. They want to do things
employed
in their own way and start to feel agitated when controlled by the powers-that-be.
Entrepreneurs feel the need to step up and ask some help from the people around
them. They delegate and hire potential employees to do the work. However, they
2. The manager may have the tendency to get more people who do not know the exact needs and
requirements of the job, because entrepreneurs think that the battle is in the scale
and not the profitability.
Entrepreneurs in this level already enjoy seeing their people flourish, stepping up
and producing great results with minimal supervision. Unlike before where they
are in charge of virtually everything, they can now sleep peacefully at night and
have more freedom and time for themselves. They already recognized key leaders
3. The leader
in their organization. In effect, these key leaders also enjoy the entrepreneurs’
trust and are satisfied with the outcome of their careers. Entrepreneurs at this
stage now focus on the big picture and strategic direction of their business rather
than in generating sales and operating the business.
Investors look for more opportunities for their business to grow. They may either
purchase one or two businesses that can potentially add value to the company, or
4. The investors
sell their established business (as a franchise) to potential entrepreneurs. They
will delegate a suitable manager for such operations and will act as directors.
True entrepreneurs, based on their experience, now aim for quality and excellence
in their work. They have fully learned, and continue to practice, a four-step
process of thinking – starting with idealization, visualization, verbalization, and
5. The true materialization. In idealization, entrepreneurs dream enormously and desire to
entrepreneur build an ideal environment. In visualization, entrepreneurs start to create plans to
make the dream a reality. Verbalization involves sharing their ideas with other
people, knowing that their vision is already occurring. Materialization, happens
when the vision becomes a reality.
An Entrepreneur’s Field of Expertise: Types of Entrepreneurs
Types of Explanations
Entrepreneurs
Technopreneur An entrepreneur who puts technology at the core of his or her business model.
One who takes advantage of the country’s social problems and turn them to
Social entrepreneur profitable institutions with the intention of helping the disadvantaged
community rather than making a profit.
Entrepreneur An entrepreneur in a large company or corporation who is tasked to think,
establish, and run a new big idea or project. Entrepreneurs are usually the
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product mangers or the business development managers of a company.
An entrepreneur who hops from one company to another to act as the
Extrapreneur
innovation champion, providing creative and efficient solutions.
Other types of Entrepreneurs
Other types of Explanations

Entrepreneurs
Innovative entrepreneurship is characterized by aggressive assemblage of
information and the analysis of results derived from sound combination of
factors. Persons of this type are generally aggressive in experimentation and
cleverly put attractive possibilities into practice. An innovating entrepreneur sees
the opportunity for introducing a new technique or a new product or a new
market. He or she may raise money to launch an enterprise, assemble the various
factors, choose top executives and set the organization going. Schumpeter’s
entrepreneur was of this type. Such an entrepreneur introduces new products and
Innovating new methods of production, opens new markets and re-organizes the enterprise.
entrepreneurs Among the different types of entrepreneurs, the innovating entrepreneur is the
most vigorous type of entrepreneur. Innovating entrepreneurs are very commonly
found in developed countries. There is dearth of such entrepreneurs in
underdeveloped countries. A country with little or no industrial tradition can
hardly produce innovating entrepreneurs. Such entrepreneurs can emerge and
work only when a certain level of development is already achieved and people
look forward to change and progress. Innovating entrepreneurs played the key
role in the rise of modern capitalism through their enterprising spirit, hope of
money making, ability to recognize and exploit opportunities, etc.
This kind of entrepreneurs are characterized by readiness to adopt successful
innovations created by innovative entrepreneurs. These types of entrepreneur are
revolutionary entrepreneurs with the different that instead of innovating the
changes themselves, they just imitate the technology and techniques innovated by
others. These entrepreneurs are most suitable for developing countries because
such countries prefer to imitate the technology, knowledge and skill already
available in more advanced countries. Imitative entrepreneurs are most suitable
Adoptive or
for the underdeveloped nations because in these nations people prefer to imitate
imitative
the technology, knowledge and skill already available in more advanced
entrepreneur
countries. In highly backward countries there is shortage of imitative
entrepreneurs also. People who can imitate the technologies and products to the
particular conditions prevailing in these countries are needed.
Imitative entrepreneurs help to transform the system with the limited resources
available. However, these entrepreneurs face lesser risks and uncertainty than
innovative entrepreneurs. While innovative entrepreneurs are creative, imitative
entrepreneurs are adoptive.
Entrepreneurs of this type are very cautious and skeptical while practicing any
change. They have neither the will to introduce new changes nor the desire to
Fabian adopt new methods innovated by the most enterprising entrepreneurs. Such
entrepreneurs entrepreneurs are shy and lazy. Their dealings are determined by custom,
religion, tradition and past practices. They are not much interested in taking risk
and they try to follow the footsteps of their predecessors.
Drone entrepreneurship is characterized by a refusal to adopt and use
opportunities to make changes in production methods. Such entrepreneurs may
even suffer losses but they do not make changes in production methods. They are
laggards as they continue to operate in their traditional way and resist changes.
Drone
When their product loses marketability and their operations become
entrepreneurs
uneconomical they are pushed out of the market. They are conventional in the
sense that they stick to conventional products and ideas. The traditional industries
of Kerala are characterized by drone entrepreneurs. The coir and bamboo
industries are still in the hands of laggards who refuse to innovate.
REVISED KNOWLEDGE: Actual answer to the process question/s/ focus question/s.
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1. What is entrepreneurship?
Entrepreneurship is a proactive process of developing a business venture to
make a profit that includes innovation, creativity and resources.
2. What are the types of entrepreneurs?
 Innovating entrepreneurs
 Adoptive or imitative entrepreneurs
 Fabian entrepreneurs
 Drone entrepreneurs
FINAL KNOWLEDGE: Generalization/ Synthesis/ Summary
 Entrepreneurship is the act of being an entrepreneur or “one who undertakes innovations, finance
and business acumen in an effort to transform innovations into economic goods.”
 An individual may start a new organizations or may be part of revitalizing mature organizations
in response to a perceived opportunity.
 The most obvious form of entrepreneurship is that of starting new businesses.
 In recent years, startup has been extended to include social and political forms of entrepreneurial
activity.
 When entrepreneurship is describing activities within a firm or large organization it is referred to
as intra-preneurship.
 There are different kinds of entrepreneur:
1. Technopreneur
2. Social entrepreneur
3. Entrepreneur
4. Extrapreneur
 Five (5) levels of entrepreneurial development
1. The self-employed
2. The manager
3. The leader
4. The investors
5. The true entrepreneur
Department of Education
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Division of Nueva Vizcaya
Diocese of Bayombong Educational System (DBES)
Saint Louis School, Solano, Nueva Vizcaya
____________________________________________
Name of School
---o0o---
DBES LEARNING ACTIVITY SHEET/GAWAING PAGKATUTO
Subject: _______________________________________
Teacher: _______________________________________
Name of Learner : ___________________________________________________________________

Grade Level & Section: _________________________________ Inclusive Dates: _______________
Week No.: 1 Score : _______________
Part I. Written Work/s and Mini-Task:
Directions: Using a graphic organizer, choose three types of entrepreneurs and compare and
contrast them with each other. Use the space below. Be guided with this rubric.
Part II.
Directions: Read and understand the question carefully. Write your answer briefly but substantially on the space
provided.
1) Is higher education a prerequisite to be a successful entrepreneur? Why or why not?
GRAPHIC ORGANIZER RUBRIC
DIRECTIONS: Using the following criteria, choose the appropriate number from the following scale that reflects your assessment of the student’s work.
1 = Weak 2 = Average 3 = Strong

Criteria Scale
1. The graphic organizer has an appropriate title and labels.
2. The graphic organizer’s lines, boxes, and text are neat and legible.
3. The information in the graphic organizer is accurate.
4. The spelling, grammar, and punctuation of the text on the graphic organizer are accurate.
5. The graphic organizer presents the information in a manner that is easy to follow.
6. The relationships presented in the graphic organizer are correct and clear.
7. The form in which the graphic organizer portrays the information is appropriate to the relationships being represented.
8. The graphic organizer demonstrates an understanding of the topic, its relationships & related concepts.
9. The graphic organizer fulfils all the requirements of the assignment.
RUBRICS IN SCORING FOR ESSAY

Criteria 3 2 1
Content Information is sufficient. Examples are Information is few. Some examples are Lack of information and no
accurate and well explained. well explained. examples are presented.
Relevance Information and examples given are Information and examples given are Information and examples given
relevant to real life situation. quite relevant to real life situation. are irrelevant to real life situation.
Additional points: 3 points for the cleanliness of the paper and on time submission.
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WEEK 2: ENTREPRENEURSHIP AND RELATED CONCEPTS
The learner demonstrates understanding of key concept, underlying

Content Standard
principles and core competencies in Entrepreneurship.
The learner independently creates/provides a quality and marketable
Performance Standard product and/or service in Entrepreneurship as prescribe in the TESDA
Training Regulation.
Most Essential Learning  Discuss the relevance of the course: Entrepreneurship
Competencies (MELCs)  Explore job opportunities for Entrepreneurship as a career
21st Century Learning Skills Critical thinking, creativity
Core Values Excellence, Social Responsibility
REFERENCES: (Please be guided with the given references to help you perform the given activities.
Click the given links and hyperlinks to access the suggested learning resources.)
A. Printed:
Diwa Learning Systems Inc., pp 11-18 .
B. Online:
Keydifferences.com. Difference between Entrepreneur and Manager. Retrieved from 2021 at:
https://keydifferences.com/difference-between-entrepreneur-and-manager.html#Conclusion
LESSO
1
N
TOPIC: ENTREPRENUEUR VS MANAGER
INTRODUCTION:
Entrepreneurs and professional managers are the two sides of the coin. Their individual
itineraries will make the difference between success and failure for the enterprise. An effective
entrepreneurial strategy should be an integral part of an enterprise’s competitive positioning. The
progressive development in the size of business and the separation of ownership and management in
enterprises has made management a distinct profession. Although both strive to achieve the similar goals
they are said to distinguish themselves in varied measures. In this lesson, you will learn more about their
differences and other important information’s that can help you to understand more about entrepreneur
and manager.
1. Delineate clearly between entrepreneurship and employment; and

2. Explore opportunities for entrepreneurship as career
understanding of the topic on Entrepreneur versus Manager.
What I Want to How I Can Learn
What I Know What I Have Learned
Find Out More
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1. What are the differences between an entrepreneur and a manager?

2. What are the benefits for entrepreneurship in a societal and economic?
Identify which among the following descriptions refer to entrepreneurs and which refer to
employees. On the blanks, write EN for entrepreneur and EM for employee.
________1. Income is earned whether the business is successful or unsuccessful.

________2. He or She is usually comfortable with routines and minimal risks.
________3. He or she is fully responsible for serving customers, making the business profitable/
sustainable, and providing employee satisfaction.
________4. He or she prepares policies, procedures, and memoranda for the business.
________5. He or she is fully dependent on the employer’s performance. If the company does not
perform well, he or she is at risk of becoming jobless.
CONTENT DISCUSSION:
INTRODUCTION:
The term ‘entrepreneur’ is often contrasted with the term ‘manager’, as they are the key persons
in an enterprise that help in the organization, management, control and administration of the company.
An entrepreneur is a person with an idea, skills, and courage to take any risk to pursue that idea, to turn
it into reality. On the other hand, manager, as the name suggests, is the person who manages the
operations and functions of the organization.
The main difference between entrepreneur and manager lies in their standing, i.e. while an
entrepreneur is the owner of the organization and so he is the one who bears all the risks and
uncertainties in the business, the manager is an employee of the company. For more information’s about
the lesson let’s proceed on our module.
ENTREPRENEUR vs. MANAGER
The entrepreneur is a person who is motivated to satisfy a high need for achievement in
innovative and creative activities. His creative behavior and innovative spirit which forms a process
of an endless chain is termed as entrepreneurship. It is not enough for the entrepreneur to build up
the process, but equally important task for him is to manage the business. He performs
entrepreneurial vis-a-vis managerial functions. The entrepreneur enters at a transitional stage in
which what is initially with innovation becomes a routine for him the transition from an
entrepreneurship to management. Also, the emphasis switches from techniques and analytical
methods to insight and to involvement with people. The entrepreneur perceives and exploits
opportunity, and the subsequent steps necessary for organization are pertinent, to management.
The entrepreneur differs from the professional manager in that he undertakes a venture for
his personal gratification. As such he cannot live within the framework of occupational behavior set
by others. He may engage professional manager to perform some of his functions such as setting of
objectives, policies, procedures, rules, strategies, formal communication network. However, the
entrepreneurial functions of innovation, assumption of business risk and commitment to his vision
cannot be delegated to the professional manager. Failure to the professional executive may mean a
little more than locating a new job perhaps even at a higher salary, whereas failure of an
entrepreneur in his efforts would mean a devastating loss to his career. The professional manager has
to work within the framework of policy guidelines laid down by the entrepreneur.
This distinction between entrepreneur and the professional (traditional) manager is presented
in Table I.
DISTINCTIVE FEATURES OF TRADITIONAL MANAGERS AND THE

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ENTREPRENEUR
Features Manager Entrepreneur
Wants promotion and traditional corporate Wants freedom, goal oriented, Self-
Primary Motives rewards. Power-motivated reliant, and self-motivated.
Responds to quotas and Budgets, weekly, End goals of 5-10 year growth of
Time Orientation
monthly, quarterly, annual planning horizons, business in view as guides. Takes
the next promotion or transfer. Next step action now to move
along way.
Action Delegate’s action. Supervising and reporting Gets hands dirty. May upset
take most of energy, their work. employees by suddenly doing the
work
Professional training. Often business school Knows business intimately. More
trained. Abstract analytical tools, people- business acumen than managerial or
Skills
management, and political skills. Trained if political skill.
in technical business.
Sees others in charge of his or her destiny. Self-confident, optimistic,
Courage and Can be forceful and ambitious, but may be courageous.
Destiny fearful of others’ ability in case of optimism.
Primly on events inside corporation. Primarily on technology and market
Attention
place.
Careful Like moderate risk. Invests heavily,
Risk
but expects to succeed.
Has market studies done to discover needs Creates needs. Creates products that
and guide product conceptualization. often can’t be tested with market
Market Research research-potential customers don’t
yet understand them. Talks to
customers and forms own opinions.
Cares about status symbols. If job is getting Happy sitting on an orange crate
Status
done.
Failure and Strives to avoid mistakes and surprises. Deals with mistakes and failures as
Mistakes Postpones recognizing failure. learning experiences.
Agrees with those in power. Delays decision Follows private vision. Decisive
Decisions
until he gets a feel of hat bosses want. and action-oriented.
Who they Serve Pleases others. Pleases self and customers.
Sees system as nurturing and protective, May rapidly advance in a system,
Attitude Toward
seeks position within it. when frustrated; reject the system
the system
and form his or her own.
Works out problems within the system. Escapes problems in large and
Problem-solving
formal structures by leaving and
Style
starting over his own.
Family members worked for large Entrepreneurial small-business,
Family History organizations. professional, or agricultural
background.
Entrepreneurship and Innovation

The freedom of competition afforded by the capitalist economy serves to drive the
entrepreneur to innovate and get ahead of his competitors lest he is driven out of the market.
Buyers of commodities have a tendency to patronize innovative offerings of any kind and if one
wants patronage, he must remember this motivation.
Innovation may be defined as the introduction of a new method, procedure, custom, device,
among others. Innovation could be any of the following:
1. New product;
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2. New process of production;
3. Substitution of a cheaper material in an unaltered product;
4. Reorganization of production, internal function, or distribution arrangement leading to
increased efficiency, better support for a given product, or lower costs; or
5. Improvement in instruments or methods of doing innovation. Innovation may also be viewed
as the last stage in an important process consisting of the following:
a. Invention – which refers to the discovery of devising of new products and processes;
b. Development – which refers to the process by which the ideas and principles generated
from the stage of invention are embodied in concrete products and techniques; and
c. Innovation – which refers to the actual introduction of a new product or process.
Innovation, if it must be made successful, must provide value to the buyers over and above
those offered by competitors. To achieve this, innovation must reduce costs or improve the
quality of products or services offered for sale.
Societal and Economic Benefits of Entrepreneurship
Benefits Explanations
1. Entrepreneurship produces more jobs Millions of unemployed people will have the
that equate to an increase in national opportunities to have a decent occupation. Small
income. businesses produce jobs and create wealth.
2. Entrepreneurship amplifies economic A simple eatery in a rural area and a coffee shop in an
activities of different sectors of urban are both ignite economic activity regardless of
society. their business scale.
3. Entrepreneurship introduces new and New products and services are always available in the
innovative products and services. market because of the ingenuity of entrepreneurs to seek
opportunities and improve on them.
4. Entrepreneurship improves people’s How can you look good if there is no services of your
living standards nearby salon or barber shop? How can your day be
complete without the food that a nearby eatery cooks?
How can you live without the sari-sari store near your
house where you buy your basic needs?
5. Entrepreneurship disperses the It balances the economy by distributing national income
economic power and creates equality. to more businesses rather than to only few monopolies.
6. Entrepreneurship controls the local It makes sure local resources are used properly and that
wealth and balances regional every area has an appropriate allocation of resources.
development.
7. Entrepreneurship reduces social Imagine if there are no or only few sari-sari or
conflicts and political unrest supermarket stores in your area. All of you will then fight
for the food supplies because the store cannot supply all
your needs.
8. Entrepreneurship elicits economic A country with more entrepreneurs is highly likely to
independence and capital formation. become financially independent and will less likely need
the help of other countries. This also applies to families,
barangays, and cities. Entrepreneurship creates wealth
instead of borrowing wealth.
Common and Core Competencies in Entrepreneurship
Entrepreneurship is a career that requires a plethora of common and core competencies.
Therefore, to be successful entrepreneur, he or she must possess common entrepreneurial
competencies that are needed all throughout the entrepreneurship career, he or she should also
possess core competencies that are needed for business sustainability and management.
Here are the common traits that entrepreneurs should always have.
Common Traits Explanations
Entrepreneurs are reactive rather than passive. They address issues, problems,
and challenges before they come rather than when they already happened. They
Proactive
ensure that proper research is done, the risk factors are assessed, and plans are
executed on a timely and most efficient way.
Agents of change Entrepreneurs are innovation champions.
Risk takers Entrepreneurs will not be successful if they do not take risks. By taking risks,
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entrepreneurs do not just grab opportunities left and right; they have to take into
consideration the potential various threats they may encounter.
Entrepreneurs have a talent for recognizing an opportunity even by using the
Have a sharp eye
macro level data only. They know how to assess the net cause and effect of an
for opportunities
opportunity and decide intelligently if a venture should be considered or not.
Soft skills are one of the most important competencies of entrepreneurs as these
establish the relationship with the most important assets of the company – its
Sociable
people and its customers. Relationship management is the key for employee and
customer retention.
Networker A networker knows the key people to connect with.
Entrepreneurs always have a decision about their business. They do not settle for
Decisive
gray areas or unclear solutions.
The minds of an entrepreneurs should have a balance between the analytical and
Balanced
the creative sides.
The minds of entrepreneurs are rich with big ideas that can add value to their
Innovative existing business or could become a game changer in the industry or business
where they belong.
Here are the core traits that entrepreneurs should develop in managing and running the business.
Core Traits Explanations

To be successful leaders, they must be a source of inspiration for their employees.
They must be humble, approachable, friendly, and also know how to listen to
Leader people’s concerns. They use their strengths and limitations to make the best of a
situation. They must also decisive and know how to own up to their decisions. They
know how to unite the team and bring out the best in every employee.
Entrepreneurs know how to use all forms of communications to effectively share
ideas and address certain concerns with their customers or employees. Effective
Communicator
communication not only provides people with a clear view of what the business
offers, they also help prevent mishaps in an organization.
Entrepreneurs are experts in their chosen business. They are tactical and are very
keen with details. When asked ask about the specifics of their product or service,
Specialist
they can easily answer without heavily relying on their people. They understand the
totality and specificity of their business.
Entrepreneurs possess critical thinking skills and look at problems as challenges or
puzzles that they need to solve. They know how to handle issues in any area of the
Problem solver business, be it finance, operations or marketing. They listen to the plight of their
employees on certain problems involving their units, and come up with strategic
solutions.
Careers in Entrepreneurship
Entrepreneurship consists of vast career options depending on the passion and field of
interest of the entrepreneur. The saying “When you love what you do, it’s as if you are not working”
is very much applicable to entrepreneurs who consider managing their business as enjoyment rather
than working exhaustively.
Here are the list of the most common small businesses in the Philippines.
1. Sari-sari store 12. Spa, gym, nail care business
2. Rice retailing 13. Video and photography business
3. Food cart business 14. Tutorial business
4. Printing business 15. Baking business
5. Buy-and-sell business 16. Website development and design/blogging
6. Street food business 17. Direct selling business
7. Flea market business 18. Car wash and car care business
8. Online selling business 19. Bar, café, and restaurant
9. Cellphone loading business 20. Water station and LPG (liquefied
10. Laundry and dry cleaning business petroleum gas) statio
11. Hair styling and make up business
No successful business started huge right away. A business starts with an idea. Once the business
is established, the owner, the entrepreneur, can choose to expand and explore franchising,
entrepreneurship (managing the startup business in an established business), and acquisition (buying
12
another similar business or a new business). Franchising is a business wherein the franchisor, who is the
owner of the business, acquires distribution centers through the franchisees or the affiliated dealers.
Other Additional Business Opportunities
• Dealership
• Direct Selling
• Distributorship
REVISED KNOWLEDGE: Actual answer to the process questions/ focus questions.
1. What are the differences between an entrepreneur and a manager?
The entrepreneur differs from the professional manager because a manager has to
undertake a venture for personal gratification. As such, he/she cannot live within the framework
of occupational behavior set by others. While, the professional manager has to work within the
framework of policy guidelines laid down by the entrepreneur.
2. What are the benefits for entrepreneurship in a societal and economic?
There are a lot of benefits of entrepreneurship, one of which is entrepreneurship elicits

economic independence and capital formation. Such as: produces more job; amplifies economic
activities of different sectors of society; introduces new and innovative products and services;
improves people’s living standards; disperses the economic power and creates equality; controls
the local wealth and balances regional development; and reduces social conflicts and political
unrest. Thus, a country with more entrepreneurs is highly likely to become financially
independent and will less likely need the help of other countries.
After reviewing the above points, it is quite clear that entrepreneur and manager are two different
persons in an organization. While managers concerned with managing available resources, entrepreneur
focuses on spotting and capitalizing opportunities.
Entrepreneurship consists of vast career options depending on the passion and field of
interest of the entrepreneur. The saying “Choose a job you love, and you will never have to work a
day in your life” by Confucius is very much applicable to entrepreneurs who consider managing
their business as enjoyment rather than working exhaustively.
13
____________________________________________
Name of School
---o0o---
Subject: _______________________________________
Teacher: _______________________________________
Name of Learner : ___________________________________________________________________

Week No.: 2 Score : _______________
Read the statement for the directions of the activity:
Choose three successful entrepreneurs from different fields that you know of and are engaged in
common small business with in the locality only. Your goal is understand the mindset of established
entrepreneurs by playing the role of an interviewer. Ask these three chosen entrepreneurs the following
questions using interview method of research. Note: You can use phone call or video call to get all the
information’s needed for this activity. You must also consider to look on the rubric for you to get all the
requirements needed for this activity.
 What motivated you to become an entrepreneur?
 What do you think are the characteristics and competencies that made you successful
entrepreneur?
 Aside from the business that you have, what other business are you interested in?
 What do you think of being employed? Why didn’t you choose that path?
 Who are your top three entrepreneur role models? Why do you want to be like them?
 How much do you love your job?
You need to bear in mind the critical factors that led to the success of these entrepreneurs. This activity
will help you realize what these entrepreneurs went through to succeed.
Rubric for Interview

Points
Criteria 5 4 3 2
Earned
Introduction includes a bio of Student write-up shows an Student includes brief Students state the name of Student does not include
the Owner and the Operating exceptionally vibrant description bio of Owner the Owner and his/her any information about
business. of the owner interviewed and their interviewed and business only. the Adult interviewed.
operating business. describes their business
in a few sentences.
Interview write-up presents the Interview write-up presents an Interview write-up Interview write-up Interview write-up
answers to all of the questions in excellent record of the answers to presents the answers to presents the answers to presents the answers to
the instructions. all of the questions in the all of the questions in more than half of the less than half of the
instructions. the instructions. questions in the questions in the
instructions. instructions.
Interview write-up shows that Interview write-up shows that at Interview write-up Interview write-up shows Interview write-up
at least three additional least three especially insightful shows that at least three that at least two additional shows that no additional
questions were asked. additional questions were asked. additional questions questions were asked questions were asked.
were asked.
Includes a personal reflection Output reflects on Output reflects on three Output reflects on two out Output reflection is on
that correlates with the learning successes/failures of a business, out of the four learning of the four learning targets only one or none of the
targets from the week. self-reflection on entrepreneurial targets four learning targets.
potential, goal setting, and tips for
effective problem solving.
Uses proper grammar and Written output has no grammar or Written output has one Written output has two Written output has more
spelling. spelling errors. grammar or spelling grammar or spelling than two grammar or
error. errors. spelling errors.
Neatly done and submitted on Written output is not only neat but Written output is neatly Written output is neat for Written output is not
time. is exceptionally creative. It is done. It is submitted on the most part. It is not neat. It is not submitted
submitted on time. time. submitted on time. on time.
Weeks 3 - 5: MARKET NEED
Content Standard The learner demonstrates understanding of concepts, underlying principles,
14
and processes of developing a business plan.
The learner independently or with his/her classmates presents an acceptable
Performance Standard
detailed business plan.
Week 3 ✓Analyze the market need
Most Essential ✓Determine the possible product/s or service/s that will meet the
Week 4
Learning need
Competencies ✓Screen the proposed solution/s based on viability, profitability,
(MELCs) Week 5 and customer requirements; and select the best product or
service that will meet the market need.
21st Century Learning Critical Thinking, Creative, Leadership, Communication, Initiative, Social
Skills Skills, Collaboration and Information Literacy
Core Values Efficiency, Open-Mindedness , Creativity, Respect, Passion and Compassion
REFERENCES:
A. Printed:
Diwa Learning Systems Inc., pp. 19-40
B. Online:
W3schools.in. (2009). What is entrepreneurial Process? Retrieved at

https://www.w3schools.in/entrepreneurship/what-is-the-entrepreneurial-process/
LESSO
N1 TOPIC: THE ENTREPRENEURIAL PROCESS
INTRODUCTION:
As the saying goes, “the most difficult part of every task is where and how you start”. The same
is true with entrepreneurship. You may have all the resources needed to operate a new venture, but it
will never be easy to start one. This lesson will discuss the proper and efficient ways of starting a
business. You will be introduced to the entrepreneurial process, which starts with identifying and
evaluating the opportunity. The heart of this module is the scanning of the marketing environment where
you can formulate a product or service solution applying the technique of seeking, screening, and
seizing opportunities. As a result, you will deal with analyzing the need of the market, think of the
potential set of products or services that will meet the need, assess the feasibility of the solution, and
select the best product or service that will address the need.
1. Identify the market problem to be solved or the market to be met; and

2. Propose solutions in terms of products and services that will meet the need using
techniques on seeking, screening, and seizing opportunities.
understanding of the topic on Entrepreneurial Process.

Find Out More
15
1. How to establish any kind of business?
2. What are the 3S of opportunity spotting and assessment?
3. What are the factors to be considered when screening opportunities?
4. What are the stages of Product or Service Planning and Development?
To test your prior knowledge fill-in the table how entrepreneurs market their business according to
product, pricing, place, promotion, people, process and physical evidence.
Marketing Internet shop Beauty Bakeshop Handicraft

parlor
Product
Pricing
Place
Promotion
People
Process
Physical Evidence
CONTENT DISCUSSION:
THE ENTREPRENEURIAL PROCESS
The Entrepreneurship Process can be expressed as a set of procedures and methodologies, followed
by entrepreneurs to establish a new business or venture. All the entrepreneurship process phases have
certain meanings and functionality, which one has to trail and pursue for setting up a venture.
The entrepreneurial process is a step-by-step procedure in establishing any kind of business

that an entrepreneur has to undergo. It is composed of four aspects.
Procedures for Explanations
Establishing Business
 This is the beginning of the process and is considered the most difficult.
 Consumers are reliable sources of opportunity information
 Major sources of opportunity are glaring problems in the environment,
problems encountered by co-entrepreneur, new trends, processes, and
Step 1: Opportunity
development in the environment.
spotting and
assessment  Minor sources are feedback's from distribution or business partners such
as retailers, wholesaler, manufacturers, and technical people that the
entrepreneur is working with.
 The entrepreneur’s toughest job is to assess the opportunity through
estimation of opportunity length, capitalization required, threats,
profitability, and calculation of real and perceived value.
 Entrepreneurs should formulate a business plan when they have already
spotted and assessed the opportunities for a market.
Step 2: Developing a  A business plan is a comprehensive paper that details the marketing,
business plan operational, human resource, financial, strategic direction, and tactics of
the business. (Core guide and direction of the entrepreneur in
calculating the resources needed, assessing how to obtain these
resources efficiently, and running the business sustainably.)
Step 3: Determining  Calculate the resources needed to establish the business and compare
the capital needed this against the entrepreneur‘s current resources.
 Include only those items that are considered as the real needs in venture
creation.
 Allowance must be considered as well because there will be times that
16
resources will be inadequate or unsuitable.
 This is a part where the entrepreneur should use the resources allocated
of the new venture.
Step 4: Running the
 Implementation of the business plan
business
 The entrepreneur should have a control and monitoring system to serve
as a check and balances of the formulated plans.
SEEKING, SCREENING, AND SEIZING
The 3S of opportunity spotting and assessment is the framework that most of the promising
entrepreneurs use to finally come up with the ultimate product or service suited for a specific
opportunity. An opportunity is an entrepreneur’s business idea that can potentially become a
commercial product or service in the future. The entrepreneur serves as the catalysts of creating a
value for the customers through the new or innovated product or service.
S1: Seeking the Opportunity
Opportunity seeking is the first step and is the most difficult process of all due to the number
of options that the entrepreneur will have to choose from. It involves the development of new ideas
from various sources as follows:
1. Macro environment Sources
a. STEEPLED – this is mnemonic for Sociocultural, Technological, Economic,

Environmental, Political, Legal, Ethical, and Demographic factors. This represents the
general environment where the entrepreneur can identify business opportunities from and
where the future business is about to operate.
b. Industry – this is the source of current trend on what is happening in the industry where
the future business will belong to.
c. New discovery or knowledge – these are new trends that can be the core business model
of a new venture.
d. Futuristic opportunities - these are projected new opportunities that can possibly affect
the new business while it is running.
2. Micro market
a. Consumer preferences, interests, and perception – these are the current needs and wants
of potential customers that should be discovered right away by a budding entrepreneur.
This way, he or she will be able to take chance of the opportunity. A need is recognized
when a customer believes that there is a difference between his or her current situation
versus his or her desired condition. A want, on the other hand, is recognized when a
customer believes that there is a specific product or service that can perfectly suit the
need.
b. Competitors – recognizing and understanding potential competitors will aid the
entrepreneur to develop a product or service that is unique and will surely stand out from
the competition. (consider 4Ps of marketing)
c. Unexpected opportunities from customers – the most brilliant ventures come from the
most unexpected opportunities. It may happen in unlikely situations, unlikely places, and
with unlikely people.
d. Talents, hobbies, skills, and expertise – business opportunities do not just come from
outside forces, but also from within the entrepreneur. The entrepreneur’s talents, hobbies,
skills, or expertise can be the source of business opportunities.
e. Irritants in the marketplace such as deterrents, problems, complaints, and delays –
generally, entrepreneurs see opportunities in situations where is a recurring problem or
sometimes when there is no more hope in solving the problem. When customers are
already sick and tired of the same old issue or problem that is when the opportunistic
entrepreneur should come in and make a difference.
f. Location – often, entrepreneurs just have to look at their ecosystem and they will be able
to spot a business opportunity right away.
METHODS OF GENERATING IDEAS

Recognizing and understand the vast sources of opportunities is one difficult activity to do. Also,
the methods of generating ideas may be overwhelming to undergo through.
17
Methods of Generating Explanations
Ideas
In this method, a moderator handles a very open, free-flowing, and
1. Focused group in-depth discussion with a group of people who can provide
discussion (FGD) insightful ideas about a new product or service that will fill a
market need.
Similar to an FGD, brainstorming is an activity that allows the
participants to share creative ideas using the following rules: (a) no
destructive criticism or judgment is allowed, (b) wilder ideas are
2. Brainstorming
accepted, (c) more ideas are preferred, and (d) improvement of
other’s ideas is allowed. In short, brainstorming is a fun discussion
with lenient rules.
3. Brainwriting or Internet This is exactly the same as brainstorming except that the channel
brainstorming used is not face-to-face, but in writing or online.
This method is similar to the FGD except that the participants are
already given an inventory of products or service problems. The
4. Problem inventory
participants will just identify from the list given the compelling
analysis
problem(s) of a potential product or service instead of generating
the ideas from them.
S2: Screening the Opportunity
Opportunity screening is the process of cautiously selecting the best opportunity. The
selection will depend on the entrepreneur’s internal intent, i.e., the main objective that the business
will accomplish in the entrepreneur’s life, and the external intent, which will address the compelling
needs of the target market. The entrepreneur should apply due diligence and independent judgment
in selecting the opportunities that have a potential and eliminate those that are not within the scope
of the entrepreneur’s risk appetite. Risk appetite refers to the entrepreneur’s tolerance of business
risks.
The entrepreneur should say no to an opportunity if it does not contain any of these business
opportunity elements:
1. Has superior value to customers
2. Solves a compelling problem, issues, a need, or a want
3. Is a potential cash cow
4. Matches with the entrepreneur’s skills, resources, and risk appetite
The Personal Screening
In screening opportunities, the entrepreneur first has to consider his or her preferences and
capabilities by asking three basic questions:
1. Do I have the drive to pursue this business opportunity to the end?
2. Will I spend all of my time, effort, and money to make the business opportunity work?
3. Will I sacrifice my existing lifestyle, endure emotional hardship, and forego my usual
comforts to succeed in this business opportunity?
The 12Rs of Opportunity Screening
1. Relevance to vision, mission, and objectives of the entrepreneur. The opportunity must be
aligned with what you have as your personal vision, mission, and objectives for the enterprise
you want to set up.
2. Resonance to values – Other than vision, mission, and objectives, the opportunity must
match the values and desired virtues that you have or wish to impart.
3. Reinforcement of Entrepreneurial Interest – how does the opportunity resonate with the
entrepreneur’s personal interests, talents, and skills?
4. Revenues – determine the sales potential of the products or services you want to offer.
5. Responsiveness to customer needs and wants.
6. Reach – opportunities that have good chances of expanding through branches,
distributorships, dealerships, or franchise outlets.
7. Range – the opportunity can potentially lead to a wide range of possible product or service
offerings.
8. Revolutionary impact – if you think that the opportunity will most likely be the “next big
thing” or even a game-changer.
9. Returns – the ROI; returns are also in the form of high profile recognition or image
projection.
10. Relative Ease of Implementation – will the opportunity be relatively easy to implement for
the entrepreneur or will there be a lot of obstacles and competency gaps to overcome?
11. Resources required
18
12. Risks – n an entrepreneurial endeavor, there will always be risks. However, some
opportunities carry more risks than others, such as those with high technological, market,
financial, and people risks.
Technology Assessment and Operations Viability
In order to get the enterprise going, the entrepreneur must go through the intricacies of detailing
the operations that would be required by the business, which also includes technology assessment.
By going through this process, the entrepreneur would be able to determine whether the product or
service offering will meet customer demand or not. There are at least four target customer
expectations affecting the scale and complexity of an enterprise’s operations:
Four target customer Explanations
expectations
1. Quantities This would determine the needed capacity of operations.
demanded
This would dictate the following: a) quality of input or raw materials;
2. Quality
b) quality assurance process in transforming input to output; c) quality
specifications
output that meet the operations, standards set; and d) quality outcomes
demanded
for the customers who will be looking for specific results.
3. Delivery Knowing how much, how frequent, and when to deliver to customers.
expectations
The selling price of the product or service would be evaluated by the
customers according to the value they would receive (in terms of
4. Price expectations
quality, delivery, and quantity) and this value added should be matched
against competitors.
The Opportunity Attractiveness Test
The Opportunity Attractiveness Test (OAT) (Youngleson, 2009) aims to assist entrepreneurs
in ensuring that the opportunity that they will venture into is an attractive and feasible prospect. This
test is designed to detail each entrepreneurial aspect into small chunks to come up with a sound
entrepreneurial decision. The answers in this test will be the guiding principles of the entrepreneur in
writing the business plan. The components of the OAT will be used to channel the entrepreneur’s
direction in data gathering.
1. The “concept” and the “strategy” – the entrepreneur should think of the reason for the
business’ existence. He or she can do this through crafting a brief vision statement. A vision
statement is simply defined as what the business should do in the future. The entrepreneur
should also devise a value creation proposition. This proposition should be compelling
enough to influence the behavior of the target customers. Influencing the behavior means
enticing the target customers to pay an above average or a premium price on the product or
service.
2. Opportunity metrics – these are considered as the opportunity’s critical success factors.
These factors will approximately determine the attractiveness of the new venture depending
on the total scores that it will generate and the risk appetite of the entrepreneur.
S3: Seizing the Opportunity
Opportunity seizing is the last step in opportunity spotting and assessment. This is the
“pushing through” with the chosen opportunity. Entrepreneurs should make the best out of this
opportunity, and they should exert effort and full dedication for the success of the new venture.
Innovation is the process of positively improving an existing product and service. It is the
key driver for economic growth. Innovation is inevitable as the world constantly changes.
Three types of innovations according to the degree of distinctiveness.
Types of Innovations Explanations
1. Breakthrough These innovations, which may also include inventions, occur
innovation infrequently as these establish the platform on which future innovations
in an area are developed. Breakthrough innovations must be protected
by a patent, a trade secret, or a copyright.
2. Technological These innovations occur more frequently that breakthrough
innovations innovations. These innovations are technological advancements of an
existing product or service.
3. Ordinary innovation These innovations occur ordinarily as the name implies. They are
commonly originating from market analysis and technology pull
instead of a technology push. This means that the market has a strong
influence in the implementation of an innovation.
Product or Service Planning and Development Process
19
Stages Explanations
In this stage, the entrepreneur determines what are the feasible products and/or services
that will perfectly suit the opportunity. Usually, a market evaluation is conducted by the
entrepreneur to assess whether the new product or service ideas will be accepted by the
Idea Stage market using values and benefits to consumers as metrics. On the other hand, the value of
the new products and/or services should also be assessed if these will benefit the
entrepreneur. Products and services that are unappealing to the market should be
eliminated at this stage.
In the concept stage, the developed idea will undergo a consumer acceptance test.
This test includes initial reactions of the primary target market and the distribution
Concept Stage channel. Conversational interviews are conducted to understand consumer
preference on physical characteristics and attributes of a product or the physical
evidence and characteristics of a service.
In this stage, the entrepreneur leverages on the information generated from the prospective
customers via the concept stage. Actual reactions from prospective customers are
Product determined. The entrepreneur will conduct a consumer panel where the actual product
development samples will be given or rendered to the panel of potential customers. The participants’
stage task is to critique the actual product or service and record the good qualities and inferior
attributes. They are also given samples of competitors’ products or services for
comparative purposes.
Test This stage validates the work done from the first three stages to measure success in
Marketing the commercialization of the product or service. Actual sales results will be the
Stage foundation of the consumers’ acceptance level and will be the basis in
commercializing the product or service.
REVISED KNOWLEDGE: Actual answer to the process questions/ focus questions

1. How to establish any kind of business?
 To establish any kind of business, follow the following procedures:
a) Opportunity spotting and assessment
b) Developing a business plan
c) Determining the capital needed
d) Running the business
2. What are the 3S of opportunity spotting and assessment?
 The 3S are the following: Seeking, Screening, and Seizing
3. What are the factors to be considered when screening opportunities?
 When screening opportunities, one must consider the 12Rs and these are: Relevance ;
Resonance to Value; Reinforcement of Entrepreneurial Interest; Revenues
Responsiveness; Reach; Range; Revolutionary impact; Returns; Relative Ease of
Implementation; Resources required; and Risks.
4. What are the stages of Product or Service Planning and Development?
 The four stages of product development are following:
a) Idea stage
b) Concept Stage
c) Product development stage
d) Test marketing stage

 Entrepreneurship is the creation of new ways of meeting needs through novel products,
processes, services, technologies, markets, and forms of organizing.
 Entrepreneurial ventures can be start-ups or occur within large companies.
 Entrepreneurship is an innovation process that mobilizes people and resources.
 Key to entrepreneurial success is the fit among the entrepreneur/team, the product concept, the
opportunity, the resources, and the entry strategy.
____________________________________________
Name of School
---o0o---
20
Subject: _______________________________________
Teacher: _______________________________________
Name of Learner : ___________________________________________________________________

Week No.: 3 Score : _______________
MINI-TASK.
Entrepreneurship benefits a country by strengthening its economy, by providing new and
improved ways of doing things, by filling unmet needs, and by increasing productivity. Your task is to
interview a business owner within your locality only. You may also consider small businesses like
farming business, poultry business, sari-sari store and etc. You can use phone call, text or messenger to
get information if face to face is not allowed.
The focus of your interview should be about the following:

1. Reasons for starting the business and whether it has met the owner’s expectation.
2. What personal characteristics have helped him or her succeed?
3. Identify ways in which he/she investigated opportunities, what goals has the owner set for the
business?
4. In what ways does the owner solve problems or make decisions?
Requirements:
✓ Minimum 5 open-ended questions.
✓ Bio of the Owner and Operating Business.
✓ Written response to each question asked.
✓ 200 words personal reflection to the interview.
✓ May be computer-encoded (Times New Roman, 12, Margin:
all 1’, Justify), or handwritten,
✓ Correct Spelling and complete sentences is required!
Tips for the Interview Assignment

1. Prepare for the Interview. Determine what type of information you need--a personal story, facts,
or information.
2. Research background information. Gather enough information so you don't sound like you’re not
ready for the interview. Get information about the company and know their history.
3. Create questions. I would suggest you write down you interview questions and ask me to review
them BEFORE you conduct your interview. Remember the best questions are open-ended ones that
invite the interviewee to talk about their business. Everyone has interests. It's the interviewer’s job to
get the subject talking. This is where good research really helps.
4. Conduct the Interview
You will probably be nervous, unless you already know the interviewee. Preparation will offset
nerves or keep you focused. Here are some tips for conducting the interview.
5. Make your questions connect logically. Create a question funnel by asking follow up questions.
For example, you could begin by asking where the subject grew up, followed by what school he
went to, and followed by what were his favorite subjects and activities in high school.
6. Stick to the subject. Make sure your interview has a purpose. Write it at the top of your notebook. If
you sense yourself straying, change your focus. If the subject looks confused by your question,
simplify.
7. Conduct a practice interview with a friend or relative.
8. Over prepare - Have enough material to do three interviews just in case.
9. Ask permission to write down answers. Write down everything. Ask if you can record the
answers.
10. Make a follow up phone call to clarify direct quotations and be sure to say thank you!!
Grading Rubric for Interview

Points
Criteria 5 4 3 2
Earned
21
Introduction includes a bio Student write-up Student includes Students state the Student does not
of the Owner and the shows an brief bio of name of the include any
Operating business. exceptionally Owner Owner and his/her information
vibrant interviewed and business only. about the Adult
description of the describes their interviewed.
owner interviewed business in a few
and their sentences.
operating
business.
Interview write-up presents Interview write-up Interview writeup Interview write-up Interview writeup
the answers to all of the presents an presents the presents the presents the
questions in the excellent record answers to all of answers to more answers to less
of the answers to the questions in than half of the than half of the
instructions. all of the the instructions. questions in the questions in the
questions in the instructions. instructions.
instructions.
Interview write-up shows Interview write-up Interview writeup Interview write-up Interview writeup
that at least three shows that at least shows that at shows that at least shows that no
additional questions were three especially least three two additional additional
asked. insightful additional questions were questions were
additional questions were asked asked.
questions were asked.
asked.
Includes a personal Output reflects on Output reflects Output reflects on Output reflection
reflection that correlates successes/failures on three out of two out of the is on only one or
with the learning targets of a business, self- the four learning four learning none of the four
reflection on targets targets
from the week. entrepreneurial learning targets.
potential, goal
setting, and tips
for effective
problem solving.
Uses proper grammar and Written output has Written output Written output has Written output
spelling. no grammar or has one grammar two grammar or has more than
spelling errors. or spelling error. spelling errors. two grammar or
spelling errors.
Neatly done and submitted Written output is Written output is Written output is Written output is
on time. not only neat but neatly done. It is neat for the most not neat. It is not
is exceptionally submitted on part. It is not submitted on
submitted on time.
creative. It is time. time.
submitted on
time.
TOTAL POINTS RECEIVED: _________________ /35
22
____________________________________________
Name of School
---o0o---
Subject: _______________________________________
Teacher: _______________________________________
Name of Learner : ___________________________________________________________________

Week No.: 4 Score : _______________
PERFORMANCE TASK
Presuming that you are a young entrepreneur. You want to start a small business in your
community. Apply the product or service planning and development process for a very attractive
opportunity for your chosen business in your locality. Your goal is to follow this process and come up
with an output per stage starting from the idea, concept, and product development stages. You need
undergo process as a prerequisite before commercializing your product or service. You will be presenting
your output to your potential partners or investors. Be as creative as possible in your presentation. Use
the space below. You will be graded based on the comprehensiveness, accuracy, and creativity of your
product/service plan.
Criteria Points
Comprehensiveness 15
Accuracy and Completeness 10
Creativity 5
23
Week 6: RECOGNIZE AND UNDERSTAND THE MARKET
Content Standard The learner demonstrates understanding of environment and market in
one’s locality/town.
Performance Standard The learner independently creates a business vicinity map reflective of
potential market in one’s locality/town
Most Essential  Recognize the importance of marketing mix in the
Learning development of marketing strategy
Week 6
Competencies
(MELCs)
21st Century Learning Critical Thinking, Creative, Leadership, Communication, Initiative,
Skills Social Skills, Collaboration and Information Literacy
Core Values Efficiency, Open-Mindedness , Creativity, Respect, Passion and
Compassion
REFERENCES:
A. Printed:
Diwa Learning Systems Inc., pp 41-77.
B. Online:
Muehlhausen,J. (2021). Dummies. John Wiley & Sons, Inc. Retrieved at
https://www.dummies.com/business/start-a-business/business-models/compare-a-unique-
selling-proposition-to-a-unique-value-proposition/
LESSO
1N
TOPIC: UNIQUE SELLING PROPOSITION AND VALUE PROPOSITION
Introduction:
The goal of any great business model is to have a high-profit product that customers want to buy.
A highly marketable product is traditionally described as having a unique selling proposition. Whole
Foods offers only healthy choices in its stores. Domino’s Pizza grew rapidly because of its super-fast
delivery. UGG boots are not only fashionable but also allow you to walk comfortably without socks.
These are all unique selling propositions.
Your product also needs a unique value proposition. Value is what the product does for customers
that they’re prepared to pay you for — not its features. A product can have unique features, but do they
benefit the customer, and is the customer prepared to pay for them?
Recently, minivan manufacturers decided that more cup holders are better. Some minivans offer a
dozen or more cup holders. This feature is unique and offers a unique selling proposition. However, if the
customer doesn’t value the cup holders, the value proposition is weak. In order to create the best possible
business model, you must create the right combination of features and value. To better understand the
concept of this lesson, try to read the module and work out on the given activities in order to appreciate
this lesson. Good Luck!

1. Describe the unique selling proposition and value proposition that differentiates one’s
product/service from existing products/services
2. Determine who the customers are in terms of the following:
a. Target market
b. Customer Requirements
c. Market Size

understanding of the topic on Unique Selling Proposition and Value Proposition.
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Find Out More
1. What is the difference of Value Proposition to Unique Selling Proposition?

2. What is the importance of knowing the target customers?
Read the given statement for the directions for the activity.
1. Look around your barangay or your subdivision, and choose a business that you are very
interested with. Cite the reasons why you are very interested with this business.
2. Ask the business owner or the business manager if he or she is familiar with the concepts of
value proposition. If yes, ask where he or she learned these concepts. If no, ask the following:
 Does your business offer value to the customers? What value is this?
 Does your business offer a standout product/service or a product feature that other
competitors do not offer?
If the entrepreneur has already devised a value proposition and unique selling proposition, do you agree
with it? Why? If you don’t agree with it, devise a new one. Explain why these should be the appropriate
value proposition or unique selling proposition o
CONTENT DISCUSSION:
Value Proposition and Unique Selling Proposition
Before focusing on the topics of value proposition and unique selling proposition, you must
first know the marketing process. Marketing is all about knowing the customers. Therefore, the
marketing process starts with identifying the customer’s needs where you are tasked to create a
meaningful value proposition. Next you study what customers want or desire for you to build unique
selling proposition. From there, it is imperative to identify the most strategic market or group to tap.
A value proposition (VP) simply states why a customer should buy a certain product or
service. Customers are very specific when it comes to their needs and their desired benefits, so the
value proposition should cater to those particular needs. Thus, the value proposition is the major
driver in customer purchase or service use. The entrepreneur should bear in mind that a value
proposition has to be direct in addressing the problems of the customers, should have quantifiable
benefits, and should differentiate itself from the competitors.
The following are some tips for the entrepreneur on how to create an effective value proposition
to the target customers:
1. Prepare a situation analysis that details the problem(s) of the customers.

2. Make your value proposition straight to the point, simple, and specific; in short, there
should be no complications. Your value proposition has to target your major objective.
3. Highlight the value of your product or service so that customers will easily get what
benefits you can provide.
4. Adapt to the language of your market.
The following are some tips for the entrepreneur on how to create an effective unique selling
proposition to the target customers:
1. Identify and rank the uniqueness of the product or service attribute.
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2. Be very specific.
3. KISS (Keep It Short and Simple)
Know Your Customers

Marketing research is a comprehensive process of understanding the customer’s
intricacies and the industry they revolve in. marketing research is one of the most crucial tasks of an
entrepreneur. Therefore, no budding entrepreneur should establish a business without undergoing the
marketing research process or else the business will surely fail. Marketing research aims to scrutinize
the target market, their specific requirements, and the market size where the business operates.
Market Size
Market size simply the size arena where the entrepreneur’s business will play. It is
approximation of the number of buyers and sellers in a particular market. The entrepreneur is
required to determine the market size first to gauge the vastness or tininess of the market where he or
she intends to join. The only way to do this is to conduct a strategic marketing research from reliable
sources using dependable methods.
Steps Descriptions
First step Estimate the potential market – the approximate number of customers that will buy
the product or avail the services. Usually, this is what you call the market space or
the market universe because this is the total market.
Second step To eliminate the customers who are probably unlike to buy the product or avail the
services.
Last step The entrepreneur will estimate the market share, which the plotting and calculation
of the competitors’ market share to determine the remaining portion for the new
venture. The entrepreneur should first assess the market situation via surveys,
customer reviews, or any other data-gathering methods.
MARKET SHARE COMPUTATION ILLUSTRATION:

Mr. Alvin Antonio, a budding entrepreneur, wants to establish a rice retailing business in
his area in Barangay San Isidro. He wants to know if his business is worth his capital and effort. He dug
deep and found that there are approximately 500 families in Barangay San Isidro with an average of five
members per family. He did a survey and found out that only 475 families eat rice; they consume an
average of 1 kilo of rice per day. There are four rice retailers in the area that have been there for 10 years
already, and they have equal market shares of 20% each. The other 20% of the market is buying in bulk
(per sack) from groceries or convenience stores. The average net profit per kilo of rice is P10. How big is
the market size and what could be the potential market share of Alvin’s Rice retail business?
Market size of rice business in San Isidro = Number of families who eat rice x average
consumption per annum.
Market size = 475 families x 1 kilo per day x 365 days = 173 375 kilos of rice
Market size profit = 173 375 kilos x P 10 = P 1 733 750 per annum
The objective of Mr. Antonio in the first year is to capture the 20% of the market by
implementing marketing strategies in pricing (reduced markup of P2) and promotion (free delivery of
rice for 5 kilos and up) through text message or phone call. None of the competitors have thought of
or done these strategies yet. In the example, the four rice retailers are considered direct competitors
because they offer exactly the same product and are structured similarly with Mr. Antonio’s proposed
business. On the other hand, the groceries and convenience stores are considered indirect competitors
because they don’t offer exactly the same product type (i.e., rice sold in sacks instead of by kilo) and
are not similarly structured but still compete with Mr. Antonio’s business indirectly.
Potential market share = market size x estimated market share

= P 1 733 750 x 20%
= P 346 750
However, because Mr. Antonio will reduce the markup by P2, the net profit kilo will only become
P8.
Potential market share = 173 375 kilos x 20% x P8

Potential market share = P 277 400
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This market share for a startup business is an attractive venture. Mr. Antonio also has a bigger
chance of capturing the market share of competitors if he implements relevant and enticing marketing
strategies.
Customer Requirements
Customers are said to be the lifeblood of the business. These are the people who buy the
products or avail the services of the entrepreneur. Their thoughts, feelings, and experiences shape the
decisions of the business. Thus, the phrase “the customer is always right” is a mantra that most
successful entrepreneurs follow. Customer requirements are specific features and characteristics that
the customers need from a product or a service. It is in these customer requirements that business
opportunities originate. Entrepreneurs must be aware of all these requirements for them to come up
with features that best suit their needs. They must know who buys, and what, when, where, how, and
most importantly why they buy. These requirements can be used to formulate the value proposition
and the unique selling proposition, addressing the requirements would increase the competitive edge
of the business.
Primary and Secondary Target Market.

Most entrepreneurs believe in the misconception that they can serve all types of customers or,
if not, a wide range of customers. Little do they know that this thinking may lead to failure?
Entrepreneurs must focus only on customers whom they can serve beneficially because they will be
wasting resources if they will target all, or worse, target none.
The entrepreneur can tap a primary target market and a secondary target market as resources
are limited during the startup stage. With this, the probability of success is higher as the entrepreneur
can focus to sell to the identified customer group.
Market intelligence, which includes customer profiling, drives the entrepreneur on what
correct strategies and tactics to employ. This can only be obtained through a meticulous market
segmentation process.
Market segmentation is the process of grouping similar or homogeneous customers according
to demographic, psychographic, geographic (location), and behavior.
It is best to create a persona(s) of the target customer to represent the general characteristics
and behavior of target market. A secondary target market is also necessary to spread out the capital
expenditure and the risks as well. They are the customers who don’t have enough purchasing power
or have fewer demands. They may not be your primary target market, but they can be converted once
effective marketing strategies are implemented.
Segmentation Explanations
Also called socioeconomic segmentation, is the process of grouping
customers according to relevant socioeconomic variables for the business
venture. These socioeconomic variables include income range and social
class, occupation, gender, and age, religion, and ethnicity.
 Income range and the social class of the customer is very important
factors for the entrepreneur to consider because these represent the
purchasing power of the market.
a. Demographic
 Occupation – should also be considered not just to determine the
segmentation
customers’ income but their daily routine where goods and services
can be properly positioned.
 Gender and age group – are data that must be mined because the
life cycle of customers and their gender influence their buying
behavior.
 Religion and ethnicity – also should be taken to account because of
these affect the way they buy products or avail of services.
b. Psychographic A process of grouping customers according to their perceptions, way of life,
motivations, and inclinations.
 Perceptions – it is a process wherein an individual receives external
stimuli using the five senses of hearing, touching, smelling, seeing,
and tasting. A product or service can be perceived differently by
different people. The customer’s way of life will give an
entrepreneur an overview of what products or services can be best
suit the problems of the customers that happening on a daily basis.
 Physiological motivation – involves the needs of the person (e.g.,
food, clothing, shelter); they seek to avoid pain and give pleasure.
 Psychological motivations involve customer’s preferences (what
customer likes and dislikes). -Motivations are also affected by their
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aspirations and deprivations.
 Aspirations are what the customer wants to achieve, while
deprivation involves the customer’s recognition of certain voids to
fill.
Simply grouping customers according to their location. This is critical in
the analysis of the target market as this encompasses the cultures, beliefs,
c. Geographic
preferences, politics, and lifestyle of a certain geography. Geographic
segmentation can be as small as a street, village, or a barangays.
Process of grouping the customers according to their actions. These
behaviors are instigated by occasion, desired benefits, loyalty, and usage of
products or availment of services.
 Occasions drastically affect the customers’ buying behavior.
 Loyalty is the result of maintaining satisfied customers. The goal of
every entrepreneur is to inform, persuade, and remind customers to
d. Behavioral buy the product or avail of the service consistently. Loyalty
programs and rewards separate loyal customers from the new ones.
 Usage of products or availment of service is also a behavior
segmentation factor that describe to the entrepreneur how often a
product is being used or the service is being availed. Therefore, he
or she can group customers as light users, medium users, or heavy
users.
Although segmentation is a strategic and an efficient way of classifying and grouping customers,
there is also a term in marketing called market aggregation. Market aggregation happens when an
entrepreneur wants to target a broader market as possible because the product or service that the business
offers is suited for an undifferentiated market such as fruits, vegetables, rice, water, and bread, as well as
services such as haircut, plumbing, or transportation.
Talking to Your Customer

Marketing research will not be complete without talking to directly to the target customers. It
is good to estimate numbers such as market size, market share, and other general market assumptions,
but the best way to fully understand the customers is to ask them about their specific thoughts and
desires.
• Qualitative research – includes identifying the written or spoken opinions of customers.
• Quantitative research – involves analyzing the customer’s preferences by using relevant
statistics (such as those in surveys).
Below are the four most common methods of collecting data from the target customers: interview,
focus group discussion, observation, and survey.
A. The Interview
When designing an interview schedule, it is imperative to ask questions that are likely to yield
as much information about the study phenomenon as possible and also be able to address the aims
and objectives of the research. In a qualitative interview, good questions should be open-ended (ie,
require more than a yes/no answer), neutral, sensitive and understandable. It is usually best to start
with questions that participants can answer easily and then proceed to more difficult or sensitive
topics. This can help put respondents at ease, build up confidence and rapport and often generates
rich data that subsequently develops the interview further.
As in any research, it is often wise to first pilot the interview schedule on several respondents
prior to data collection proper. This allows the research team to establish if the schedule is clear,
understandable and capable of answering the research questions, and if, therefore, any changes to the
interview schedule are required.
The length of interviews varies depending on the topic, researcher and participant. However,
on average, healthcare interviews last 20-60 minutes. Interviews can be performed on a one-off or, if
change over time is of interest, repeated basis, for example exploring the psychosocial impact of oral
trauma on participants and their subsequent experiences of cosmetic dental surgery.
Developing the Interview

Before an interview takes place, respondents should be informed about the study details and
given assurance about ethical principles, such as anonymity and confidentiality. This gives
respondents some idea of what to expect from the interview, increases the likelihood of honesty and
is also a fundamental aspect of the informed consent process.
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Wherever possible, interviews should be conducted in areas free from distractions and at
times and locations that are most suitable for participants. For many this may be at their own home in
the evenings. Whilst researchers may have less control over the home environment, familiarity may
help the respondent to relax and result in a more productive interview. Establishing rapport with
participants prior to the interview is also important as this can also have a positive effect on the
subsequent development of the interview.
When conducting the actual interview it is prudent for the interviewer to familiarize
themselves with the interview schedule, so that the process appears more natural and less rehearsed.
However, to ensure that the interview is as productive as possible, researchers must possess a
repertoire of skills and techniques to ensure that comprehensive and representative data are collected
during the interview. One of the most important skills is the ability to listen attentively to what is
being said, so that participants are able to recount their experiences as fully as possible, without
unnecessary interruptions.
Other important skills include adopting open and emotionally neutral body language,
nodding, smiling, and looking interested and making encouraging noises (eg, ‘Mmmm’ during the
interview. The strategic use of silence, if used appropriately, can also be highly effective at getting
respondents to contemplate their responses, talk more, elaborate or clarify particular issues. Other
techniques that can be used to develop the interview further include reflecting on remarks made by
participants (eg, 'Pain?') and probing remarks ('When you said you were afraid of going to the dentist
what did you mean?'). Where appropriate, it is also wise to seek clarification from respondents if it is
unclear what they mean. The use of 'leading' or 'loaded' questions that may unduly influence
responses should always be avoided (eg, 'So you think dental surgery waiting rooms are frightening?'
rather than 'How do you find the waiting room at the dentists?').
At the end of the interview it is important to thank participants for their time and ask them if there
is anything they would like to add. This gives respondents an opportunity to deal with issues that they
have thought about, or think are important but have not been dealt with by the interviewer. This can often
lead to the discovery of new, unanticipated information. Respondents should also be debriefed about the
study after the interview has finished.
All interviews should be tape recorded and transcribed verbatim afterwards, as this protects
against bias and provides a permanent record of what was and was not said. It is often also helpful to
make 'field notes' during and immediately after each interview about observations, thoughts and ideas
about the interview, as this can help in data analysis process.
B. Focus Group Discussion
Focus groups share many common features with less structured interviews, but there is more to
them than merely collecting similar data from many participants at once. A focus group is a group
discussion on a particular topic organized for research purposes. This discussion is guided, monitored
and recorded by a researcher (sometimes called a moderator or facilitator).
Focus groups were first used as a research method in market research, originating in the 1940s in
the work of the Bureau of Applied Social Research at Columbia University. Eventually the success of
focus groups as a marketing tool in the private sector resulted in its use in public sector marketing, such
as the assessment of the impact of health education campaigns. However, focus group techniques, as
used in public and private sectors, have diverged over time. Therefore, in this paper, we seek to describe
focus groups as they are used in academic research.
When are focus groups used?
Focus groups are used for generating information on collective views, and the meanings that lie
behind those views. They are also useful in generating a rich understanding of participants' experiences
and beliefs. Suggested criteria for using focus groups include:
• As a standalone method, for research relating to group norms, meanings and processes
• In a multi-method design, to explore a topic or collect group language or narratives to be used
in later stages
• To clarify, extend, qualify or challenge data collected through other methods • To feedback
results to research participants.
Morgan suggests that focus groups should be avoided according to the following criteria:
• If listening to participants' views generates expectations for the outcome of the research that
cannot be fulfilled
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• If participants are uneasy with each other, and will therefore not discuss their feelings and
opinions openly
• If the topic of interest to the researcher is not a topic the participants can or wish to discuss
• If statistical data is required. Focus groups give depth and insight, but cannot produce useful
numerical results.
Conducting focus groups: Group composition and size
The composition of a focus group needs great care to get the best quality of discussion. There is no 'best'
solution to group composition, and group mix will always impact on the data, according to things such as
the mix of ages, sexes and social professional statuses of the participants. What is important is that the
researcher gives due consideration to the impact of group mix (eg, how the group may interact with each
other) before the focus group proceeds.
Interaction is key to a successful focus group. Sometimes this means a pre-existing group
interacts best for research purposes, and sometimes stranger groups. Pre-existing groups may be easier to
recruit, have shared experiences and enjoy a comfort and familiarity which facilitates discussion or the
ability to challenge each other comfortably. In health settings, pre-existing groups can overcome issues
relating to disclosure of potentially stigmatizing status which people may find uncomfortable in stranger
groups (conversely there may be situations where disclosure is more comfortable in stranger groups). In
other research projects it may be decided that stranger groups will be able to speak more freely without
fear of repercussion, and challenges to other participants may be more challenging and probing, leading
to richer data.
Preparing an interview schedule
Like research interviews, the interview schedule for focus groups is often no more structured than a
loose schedule of topics to be discussed. However, in preparing an interview schedule for focus groups,
Stewart and Shamdasani suggest two general principles:
1. Questions should move from general to more specific questions
2. Question order should be relative to importance of issues in the research agenda.
There can, however, be some conflict between these two principles, and tradeoffs are often needed,
although often discussions will take on a life of their own, which will influence or determine the order in
which issues are covered. Usually, less than a dozen predetermined questions are needed and, as with
research interviews, the researcher will also probe and expand on issues according to the discussion.
Moderating
Moderating a focus group looks easy when done well, but requires a complex set of skills, which
are related to the following principles:
• Participants have valuable views and the ability to respond actively, positively and
respectfully. Such an approach is not simply a courtesy, but will encourage fruitful
discussions
• Moderating without participating: a moderator must guide a discussion rather than join in
with it. Expressing one's own views tends to give participants cues as to what to say
(introducing bias), rather than the confidence to be open and honest about their own views
• Be prepared for views that may be unpalatably critical of a topic which may be important to
you
• It is important to recognize that researchers' individual characteristics mean that no one
person will always be suitable to moderate any kind of group. Sometimes the characteristics
that suit a moderator for one group will inhibit discussion in another
• Be yourself. If the moderator is comfortable and natural, participants will feel relaxed.
The moderator should facilitate group discussion, keeping it focused without leading it. They should
also be able to prevent the discussion being dominated by one member (for example, by emphasizing at
the outset the importance of hearing a range of views), ensure that all participants have ample
opportunity to contribute, allow differences of opinions to be discussed fairly and, if required, encourage
reticent participants.
Other relevant factors
The venue for a focus group is important and should, ideally, be accessible, comfortable, private,
quiet and free from distractions. However, while a central location, such as the participants' workplace or
school, may encourage attendance, the venue may affect participants' behavior. For example, in a school
setting, pupils may behave like pupils, and in clinical settings, participants may be affected by any
anxieties that affect them when they attend in a patient role.
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Focus groups are usually recorded, often observed (by a researcher other than the moderator,
whose role is to observe the interaction of the group to enhance analysis) and sometimes videotaped. At
the start of a focus group, a moderator should acknowledge the presence of the audio recording
equipment, assure participants of confidentiality and give people the opportunity to withdraw if they are
uncomfortable with being taped.
A good quality multi-directional external microphone is recommended for the recording of focus
groups, as internal microphones are rarely good enough to cope with the variation in volume of different
speakers. If observers are present, they should be introduced to participants as someone who is just there
to observe, and sit away from the discussion. Videotaping will require more than one camera to capture
the whole group, as well as additional operational personnel in the room. This is, therefore, very
obtrusive, which can affect the spontaneity of the group and in a focus group does not usually yield
enough additional information that could not be captured by an observer to make videotaping
worthwhile.
The analysis of qualitative data is explored in the final paper of this series. However, it is
important to note that the analysis of focus group data is different from other qualitative data because of
their interactive nature, and this needs to be taken into consideration during analysis. The importance of
the context of other speakers is essential to the understanding of individual contributions. For example, in
a group situation, participants will often challenge each other and justify their remarks because of the
group setting, in a way that perhaps they would not in a one-to-one interview. The analysis of focus
group data must therefore take account of the group dynamics that have generated remarks.
C. Observation
Observation is one and preferred and practical methods of generating ideas because4 the
researcher documents the behavioral patterns of people or of objects or events without necessarily
requiring them to participate in the research process. One method is simply watch and examine the
customer’s behavior in their raw state without biases and pretentions, thereby providing more accurate
results and faster process.
Observation is reliable because it allows the researcher to see the real and actual behavior of
customers rather that hearing what they need to say. Therefore, it is not as pushy as the interview and the
FGD.
The key to observation is that the researcher must be keen and accurate on what he or she really
wants to observe – he or she must have a very clear objective. Observation can be performed by either a
human or a machine observer. The human observer records information as it occurs or as it happens
using his or her five senses. The machine observer employs an equipment to record the information
needed.
Examples of human observation:
1. Customer purchase patterns – this human observation technique uses the researcher to
understand the buying behavior of the customers such as determining their pain joints, buying
patterns, location, price, or promotion.
2. Mystery shopping – this is common practice of service businesses today where the researcher
pretends he or she is a customer of his or her own business or the competitor’s. This is a test to
determine the quality of the customer service or if the service provider is doing the right job.
Observation only becomes a relevant research tool if it meets the following conditions:
1. If the person, object, or event is indeed observable
2. If the person does the activity regularly or the event happens on a regular basis.
3. If doing an interview or FGD is becoming intrusive of the privacy of the person.
4. If the subject of observation does not take too long to produce relevant information.
D. Traditional and Online survey

When it comes to quantitative research, taking survey is essential. It is the process of getting
answers from a sample of respondents derived from a particular population. Depending on the objective
of the survey, the respondents will be given a questionnaire asking about their awareness level, their
profile, preferences, and behaviors. These questionnaires can be distributed and answered verbally, by
writing, or through the internet.
In preparation for the survey, the researcher must identify what sampling technique to follow, the
number of respondents to be surveyed, and the blueprint of the questionnaire.
1. Sampling techniques – A sample is a percentage of a specific population carefully chosen by the
researcher to generally represent the whole population? When the entire population is relatively
small, the researcher may choose to include the whole population in the research project. This
method is called census.
Sampling techniques include probability and nonprobability sampling.
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2. Sample size – the researcher must be able to calculate first the appropriate sample size in
conducting the survey: otherwise, if the sample size is too large, he or she will waste his or her
capital and time, whereas a sample size that is too small will lead to imprecise result. Therefore,
the sample size must be the right size.
3. Questionnaire blueprint – here are some tips on how to create a blueprint for the questionnaire:
a. Be specific and direct with the questions and answers required.
b. Be flexible with the respondent’s convenient way of answering the questionnaires.
c. Ensure that each question is necessary and not repetitive.
d. Always put yourself in the shoes of your respondents.
e. Make sure that the questions are arranged in a coherent order that will lead to the
answers required.
f. The questionnaires should look professional, be divided into strategic parts, and
properly numbered.
REVISED KNOWLEDGE: Actual answer to the process questions/ focus questions
1. What is the difference of Value Proposition to Unique Selling Proposition?

 Unique selling proposition (USP) refers to the unique benefit exhibited by a company, service,
product or brand that enables it to stand out from competitors while value proposition (VP) simply
states why a customer should buy a certain product or service.
2. What is the importance of knowing the target customers?
 By clearly identifying target audiences, it becomes easier to capture someone's attention because
their needs and goals are front and centre. For startups, this process can take time, research and
tweaking but it provides valuable insight into the needs and motivations of potential customers.

 Value propositions have enormous potential to help your business attract customers, but only when
they are written effectively. This is far easier said than done, as developing a value proposition can be
extremely challenging.
 A unique selling proposition, which defines your company’s unique position in the marketplace, is an
important part of creating pricing power and a business that customers genuinely love.
 A strong unique selling proposition lets you to stand apart from competitors and actively focus your
energy on creating things that cater to your ideal group of customers.
 Knowing your target audience and how to reach them is arguably one of the most important steps to
creating a small business strategy. Research must be carried out to uncover the needs and motivations
of your audience and what factors influence their buying behavior.
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____________________________________________
Name of School
---o0o---
Subject: _______________________________________
Teacher: _______________________________________
Name of Learner : ___________________________________________________________________

Week No.: 6 Score : _______________
Activity #1: Mini task
Use the chosen business and apply all the concepts learned on knowing the customers as follows:
1. Determine and calculate the market size where the chosen business falls under the business you
choose in the Short Drill. Just make a realistic assumptions on data that will use.
2. What do you think is the market segment that can be considered as the primary target market
(PTM) of the business? Apply the market segmentation process and classify the PTM according
to demographic, psychographic, geographic, and behavioral?
3. What do you think are the major customer requirements of your PTM?
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Week 7: RECOGNIZE AND UNDERSTAND THE MARKET
Content Standard The learner demonstrates understanding of environment and market in
one’s locality/town.
Performance Standard The learner independently creates a business vicinity map reflective of
potential market in one’s locality/town
 Describe the Marketing Mix (7Ps in relation to the
Most Essential Learning business opportunity vis-à-vis: Product, Place, Price,
Week 7 Promotion, People, Packaging, and Positioning
Competencies (MELCs)
 Develop a brand name
21st Century Learning Critical Thinking, Creative, Leadership, Communication, Initiative,
Skills Social Skills, Collaboration and Information Literacy
Core Values Efficiency, Open-Mindedness , Creativity, Respect, Passion and
Compassion
REFERENCES:
a. Printed:
Batisan S. (2016). Entrepreneurship, DIWA Senior High School Series. Makati City,
Philippines: Diwa Learning Systems Inc., pp 41-77.
LESSO
1N
TOPIC: MARKETING MIX
Introduction:
A marketing mix consists of a combination of factors that a business can control in order to
influence consumers to purchase its products. By strategically manipulating these factors and
continuously optimizing them, businesses can better serve their customers; in turn, boosting their bottom
lines. Marketing mixes are comprised of the four P’s of marketing — product, price, promotion,
and place. To better understand this concept we will explore more by studying the given module.

1. Describe the Marketing Mix (7Ps in relation to the business opportunity vis-à-vis: Product,
Place, Price, Promotion, People, Packaging, and Positioning; and develop a brand name.

understanding of the topic on Marketing Mix.
What I Want to Find How I Can Learn
Out More
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1. What is marketing Mix?
2. What are the 4P’s in Marketing Mix?
3. What is the importance of 4P’s in establishing a business?
Read the statement for the directions of the activity.
Wonderbar is a chocolate bar that costs you 10 pesos to manufacture, its distinguishing trait is
being made from the finest chocolate from Davao. You want to make at least 100 percent margin
over your cost and you want to motivate distributors to sell it for you.
How would you propose to sell Wonderbars, assuming that your objective is to maximize your
sales volume as quickly as possible?
1. Through what distribution channels would you want your customers to get these?
2. How much would you set as your SRP? With this SRP, how much will you offer to your
distributor/s? Explain.
CONTENT DISCUSSION:
The marketing mix refers to the set of actions, or tactics, that a company uses to promote its
brand or product in the market. The 4Ps make up a typical marketing mix - Price, Product, Promotion
and Place. However, nowadays, the marketing mix increasingly includes several other Ps like Packaging,
Positioning, People and even Politics as vital mix elements.
The Marketing Mix: The 7P’s of Marketing

One of the contemporary approaches to marketing will be used as the framework for the
discussion of marketing strategies. This is the remodeled marketing mix. The remodeled marketing mix
distinguishes the base P (product) from the support Ps (price, place, promotion).
Base P: Products
A product is anything that can be offered to a market that can satisfy a need. Products may be
tangible or intangible.
 Tangible products are those with visible and measurable characteristics and referred to as goods.
 Intangible products are products that do not have physical presence. (ideas, services, experiences)
Product Levels
Adapted from Kotler and Armstrong (2014), the three

product levels include the core, actual product, and augmented
products:
 Core – this is the benefit offering that satisfies a need and
want.
 Actual (tangible or intangible) – this is the product that the
people will buy to get the benefit that satisfies a need.
 Augmented Products – this is the additional benefits
(physical, logical, and emotional benefits) the product cab offer. Examples are indicated as
follows: A warranty is a guarantee that if you get a defective product it can be refunded, replaced,
or repaired within a specific period.
Delivery, service, or installation is an assurance that the product will be delivered,
serviced, and installed for free or reasonable fee.
Finance refers to the availability of credit terms in the purchase of the product.
35
Customer care is a promise that they will pay attention to your need as a customer and be
available for consultation and inquiries.
Product Attributes
Product attributes are specific characteristics like quality, features, and designs that make up a
product.
a. Quality – refers to the durability of the product, conformance to requirements, and
performance at an acceptable price.
Another indicator of quality is brand.

Brand is the identification of the maker or seller of the product. A brand can appear as a symbol,
a word, or a combination of a symbol and a word.
A brand that has value or worth has “brand equity”. Brand equity can be built through brand
awareness, brand associations, and brand loyalty.
To take advantage of a company’s brand equity, there are different strategies available. These are
the following:
Strategies Explanations
This is defined as creating new variants to existing products. This is done to
Line Extension
reach other market segments. In effect you are doing product line stretching.
Brand Extension This is defined as expansion of brand to new products and new markets.
Multi-Branding This is defined as introducing more brands in an existing product category.
b. Features – defined as the physical characteristics of your product that contribute to the
benefits it offers.
c. Design – defined as the combination of how product looks and how it performs.
Consumer products can be classified to consider consumer buying behavior.
Consumer or Household Goods Classification
Classification Explanations
This are products that involve frequent purchases where buyers exert little
Convenience goods effort. Convenience goods can be further classified as staples and emergency
products.
These are products not as frequently purchased as convenience goods. They are
Shopping goods usually not consumable and take longer time to buy due to comparison
shopping.
These are products with unique features or branding. Thus, consumers will exert
Specialty goods
time, effort, and money to buy these types of products.
These are products not usually searched for by consumers. Thus, it will be more
Unsought goods
difficult to identify consumers of these products.
A company may have several product offerings. We refer to different product offerings as the product
mix.
Product Mix
Product mix is defined as the total assortment of products a company sells.
Dimensions of Product Mix
a. Width – is defined as the number of product lines that a company offers.

b. Length – is defined as the number of different products in a product line.
c. Depth – is defined as the different variations of a product.
d. Consistency – is defined as how closely related the products are in terms of production,
pricing, and distribution.
Managing several products and brands is a challenge for companies. Here are some models that
can help a company evaluate its products and brands. BCG Matrix
The Boston Consulting Group (BCG) matrix, adopted from Henderson’s product portfolio in
1970, is relevant for a company whose objective relates to market share and industry growth rate.
There are four classifications:
Classifications Explanations
These are products of the business with low market share in a low growth market.
Dogs
The companies should consider phasing out of these products.
36
These are products of the business with high market share in a mature and slow
Cows growing industry. The companies should make sure that resources are adequately
allocated to cows so that market share is maintained.
These are products of the business with large market share in a fats growing
Stars industry. The company needs to invest in stars to maintain and grow its market
share.
These are products of the business with low market share in high growth market.
These are generally new products, with a potential of becoming a stars if a company
Question Mark invests in it.
Also to be considered in evaluating products is the product’s stage in the product
life cycle.
Product Life Cycle (PLC)
Product life cycle (PLC) is the cycle through which

every product goes through from introduction to withdrawal
or eventual demise.
Significance of PLC: PLC analysis, if done

properly, can alert a company as to the health of the product
in relation to the market it serves. PLC also forces a
continuous scan of the market and allows the company to
take corrective action faster.
https://media.coschedule.com/uploads/2021/01/product-life-cycle-4-
770x587.jpg
Stages of Product Explanations

Life Cycle
When the product is brought into the market. In this stage, there's heavy
marketing activity, product promotion and the product is put into limited outlets
Introduction
in a few channels for distribution. Sales take off slowly in this stage. The need is
to create awareness, not profits.
In this stage, sales take off, the market knows of the product; other companies
Growth
are attracted, profits begin to come in and market shares stabilize.
Where sales grow at slowing rates and finally stabilize. In this stage, products get
Maturity differentiated, price wars and sales promotion become common and a few
weaker players exit.
Here, sales drop, as consumers may have changed, the product is no longer
Decline relevant or useful. Price wars continue, several products are withdrawn and cost
control becomes the way out for most products in this stage.
Pricing
Pricing is the process whereby a business sets the price at which it will sell its products and
services, and may be part of the business's marketing plan.
Price captures the value of a product’s offering when you put a price tag that equates to the
benefits the product offers to consumers.
1. Factors to consider when Pricing
When pricing, the following factors should be considered:
 Marketing objectives
 Fixed and variable costs
 Fixed costs are defined as cost that does not change with an increase or decrease
in the amount of goods or services produced.
 Variable costs are defined as cost that is dependent on the number of units
produced or rendered.
 Target group and willingness to pay – means the amount they can
afford and the amount that they are willing to pay.
37
 Competition – companies should always make sure that they are
updated in their product offerings taking into consideration
competition and trends in the market.
2. Product Pricing Strategies
Product pricing strategies are strategies directly related to the product. A business can use
a variety of pricing strategies when selling a product or service. The price can be set to
maximize profitability for each unit sold or from the market overall. It can be used to defend
an existing market from new entrants, to increase market share within a market or to enter a
new market.
a. Product Mix Pricing Strategies

If a product is part of the product mix, there are strategies to use to maximize profits,
address the demand curve, and competition.
Product line A strategy used when a company has more than one product in a line and
pricing would like to create different value levels in the minds of the consumers.
Optional product A strategy used when a company sells a base product at a low price but
pricing sells complementary accessories at a higher price.
Captive product A strategy used when a company sells products that must be used with
pricing the main product.
A strategy used when a company prices by products that have no value
By-product
for the company so that disposal and storage will not add to the cost of
pricing
the product.
Product bundle A strategy used when a company sells several products into one
pricing combined product at a reduced price.
b. New Product Pricing Strategies

New product pricing strategies are used for products in the introduction stage of the PLC.
A strategy where the company is first one to market a new high-end
product or an innovative product. Its objective is to have maximum
Market skimming
revenue from the market before competitors catch on. When the
objective is achieved, can lower the price.
A strategy where a company initially offers lower than regular market
Market
prices to enter a market. Once sales and market share objectives are
penetration
achieved, the company will then increase the price.
3. General Pricing Approach

In pricing a product, the price that a company will charge will generally not be lower than the
costs and not higher than the consumer’s perception of the product’s value.
a) Cost-based pricing-this pricing approach based on the cost of producing,
distributing, and promoting the product.
There are two cost-based pricing approaches:

i. Cost plus pricing – is pricing a product by first determining the cost and
then adding a markup.
Unit Product Cost
Markup Price =
Desired Return on Sale
Note: desired return on sale will be based on the business objective.
ii. Break-even pricing is pricing a product where there is no loss or gain.

Break-even Price = Unit Price Product Cost
b) Competition-based pricing – this approach bench marks on competitor’s price.

c) Value-based pricing – this pricing approach is setting a price based on the
perceived value of the product. This means coming up with a price that your
consumers are willing to pay. Another term for this is opportunity pricing.
4. Price Adjustment Strategies

Among the three supports Ps, price is the most flexible. This means that price can be easily
changed without much effort. Changing or adjusting the price should be done with caution
38
since price is the only support P that generates sales (the equation being Quantity Sold x Price
= Sales).
Identified below are the different price adjustment strategies
a. Discount and allowance pricing – discount is a straight reduction of price on
purchase, while, allowance pricing is offered to a retailer to feature a product in
some ways. This done to cover the cost of distributing the manufacturer’s products.
b. Segmented Pricing
Companies set different prices for a product to consider behavioral and
psychological factors even if there is no significant difference in production and
distribution cost.
 Market segments – example discount given by cinemas for senior citizens,
students, an etc.
 Different location – example price of concert tickets where price are high
when seated on the VIP section.
 Different time – different pricing of matinee, gala, and regular shows.
c. Psychological Pricing
This is defined as setting prices using the customer’s emotional response to encourage
sales.
 Reference pricing – refers to how much consumers anticipate paying for a
product in relation to competition and advertisement.
 Odd-even Pricing – this is a psychological pricing method that considers the
belief that certain prices or price ranges are more attractive to buyers.
d. Promotional Pricing
Promotional pricing is adjusting price to entice customers to buy during the discount price
offering period.
 Special event pricing
 Low-interest financing - 0% interest installment schemes that credit cards
offer.
e. Geographical pricing – this pricing based on geographic location.
Place
Place refers to the location where products can be bought. Place decisions are associated with
distribution channels. Distribution channels are needed to get products to consumers. Functions of
distribution channels include;
 Providing information – gathering and sharing market research and reports which are
important for marketing planning and decisions
 Promotion – disseminating communications about offerings.
▪ Financing – acquisition and allocation of funds to cover the costs of the
distribution channel in a cost effective manner.
▪ Matching – adjusting the offer to suit a buyer’s needs including grading,
assembling, and packaging.
▪ Negotiation – reaching an agreement on quality, price, and other terms
offer
▪ Physical distribution – transport and warehousing of goods
▪ Contact – finding and communicating with prospective buyers
▪ Risk taking – assuming natural commercial risks by operating the channel
(hoarding)
Structure of Distribution Channels
Distribution channels can be direct or indirect.

When a manufacturer sells a product to a consumer, this is a direct channel.
Manufacturer Consumer (EndUser)

When manufacturer sells a product with the help of intermediaries, this is an indirect distribution
channel.
Customer (End
Manufacturer Wholesaler Retailer
User)
Intermediaries
39
a. Wholesaler
A wholesaler is defined as a company that sells to businesses. They are channel members
that buy large quantity of goods from the manufacturers, take care of warehousing, and resell to
businesses like retailers.
b. Retailer
A retailer is defined as company that sells to consumers. They are channel members that
buy from wholesalers and resell to consumers.
Retailers can be classified based on the following;
 Amount of service offered: self-service, limited-service, and full-service
 Product line offered : department store, supermarket, convenience, and the like
 Relative prices offered: discount stores, warehouse clubs, and factory outlet
Logistic Management
Logistic Management is defined as the planning, executing, and control of the
movement/placement of products.
Logistics management includes the following functions:
 Order processing – this is where picking, packing, and delivery occur.
 Warehousing – this is where storing and handling of products happen.
 Inventory control – this is where constant flow of product is managed.
 Transportation: this is where movement of goods from one location to another is
managed.
There are strategies available to channel members to get the product to its customers.
A. Push and Pull Strategies

 Push strategies originate from the manufacturer and are generally directed to the
wholesaler and retailers.
The objective of push strategy is to persuade retailers and wholesalers (intermediaries) to stock
their products. Sample strategies are:
 Representation at trade shows
 Business-to-business selling
 Incentives for the retailer to display the product on a key shelf in their stores
 Bulk buy discount
 Extended credit terms for intermediaries
B. Pull strategies may originate from manufacturers and are directed to the consumer or end user.
The objective of pull strategy is to create strong demand wherein retailers are forced into stock
piling the manufacturer’s product. Consumer demand is created through a variety of promotional
mix activity including:
➢ Manufacturer discount coupons
➢ Product taster/tester sessions
➢ Free warranties
➢ Loyalty schemes
Promotion
Promotion refers to communicating the base P (Product) and the other support Ps (price and
place) to encourage sale. It is the component that informs, persuades, and reminds potential buyers of the
value they can get from a product.
A powerful message can influence consumers to buy, and buy some more.
Through promotion, a company creates target market awareness, interest, desire, and action
(AIDA) toward product offering.
There are different types of promotion activities:

o Advertising – this is non-personal, paid communication that utilizes media.
o Sales Promotion – this can be personal or non-personal communication that represents all
marketing activities to boost sales in the short term.
o Personal Selling – this is a personal communication of sales representative with prospects and
customers.
o Public Relations (PR) Activities – these are activities that help in managing communication
between a company and its relevant publics (shareholder, customers, government) to make sure
that good relations are maintained.
o Direct Marketing – this is non-personal communication where companies where directly
communicate with customers (telemarketing, direct mail, among others).
FUNDAMENTALS OF BRAND MANAGEMENT

40
A brand refers to the identity of a company, of a product, of a service, or of an entrepreneur. A
brand is a symbol of promise or assurance from the entrepreneur that what it purports to the customers
will happen. A good brand not just entices customers to try the product but makes them loyal to it.
Brand management is the supervision of the tangible and intangible elements of a brand. The
tangible elements include the product itself, its packaging, its price, and its location. The intangible
elements, on the other hand, include the perception and relationship of the customers with the brand.
Branding is the process of integrating the strategies formed from the marketing mix to give an
identity to the product or service. It involved in creating a unique name and image for a product in the
consumers' mind, mainly through advertising campaigns with a consistent theme. Branding aims to
establish a significant and differentiated presence in the market that attracts and retains loyal customers.
The goal of branding includes the following:
1. Establishing to target customers that the business reliable and trustworthy and that the
product or service is the superior solution to their current problem;
2. Differentiating with competitors;
3. Driving customer loyalty and retention.
Psychology of Colors in Marketing and Branding
Psychology and marketing are lifelong partners. A psychologist may not be a marketer but a good
marketer always involve psychology in his marketing decisions. Marketing is no rule of thumb. It
involves intense research on customers’ needs, wants, likes, preferences, etc. One of these psychological
researches revealed the impact of different colors on customers mind.
Color is involved in every aspect of branding and advertising. Whether it is your logo, your
product label, collaterals, or advertisements, etc. Color is one of the most important aspect which gives
brand a personality and helps in its positioning.
Color works out as a silent message to the customer. Customer assumes your business to have
certain characteristics if it has certain color. These assumption are not the same for everyone though.
Everyone has different perceptions for different colors depending on their personal experience, past,
upbringing, community, religion, etc. Still, thanks to globalization, there are some presumed qualities of
certain colors which can be used to set up a brand personality.
A. Psychology of Color Red

The energetic, aggressive, yet filled with emotion, red is a powerful color. It has the longest
wavelength, and a characteristic of appearing to be nearer than it actually is.
Red depicts:
Love Energy
Aggression Excitement
Strength Emotion
Red is a physical color. It creates a rush within the body. This color makes us stop and look at it.
Companies in almost every niche use Red in their marketing activities.
Coca Cola – Coca Cola had to stand out of competition and hence used red for its branding.
Everything was painted red to differentiate it from others. Red was a perfect color as Coca Cola was the
new excitement when it was launched. Funskool, which deals in children toys has its logo colored red.
Spread the Love!
Red, because of its characteristic of appearing nearer than it is, is a perfect color to be used for
triggers like – Buy Now, Click Here, etc.
B. Psychology of Color Blue
Blue is vast just like the sky. Blue is intellectual and unlike red, it soothes the mind. Blue is a true
opposite of red. It has a characteristic of appearing farther than it is.
Blue depicts:
Intelligence Purity
Coolness Vastness
Stability Serenity
Trust
Blue is calm. It soothes your mind. It is linked to consciousness and intellect. Just like red, blue is
also a versatile color. But it is most common in Big IT companies. Facebook is blue. IBM is the big blue.
Samsung, Hp, dell, etc. everyone has blue in their logos.
41
C. Psychology of Color Yellow
The color of the sun. Yellow means happiness. Yellow is a powerful color in inducing
confidence, and self-esteem and other positive emotions.
Yellow depicts:
Happiness Cheerfulness
Friendliness Creativity
Confidence Spirit
Optimism
Yellow has a long wavelength and is seen before any other color. Yellow is also the color of
creativeness. Companies dealing in children products tend to use yellow the most. McDonalds has a
yellow colored logo. It shows how cheerful it is. Ferrari shows its racing ‘Sprit’ through its yellow
colored logo.
D. Psychology of Color Green
The color of the nature, Green represents balance. It is peaceful and, just like the
nature, Green depicts:
Peace Balance
Reassurance Equilibrium
Universal love Reliability
Energy Growth
Harmony Health
Green is also one of the most seen color. We tend to relate it with nature. Hence, green has all the
properties of the nature. Animal Planet deals with nature, hence the green logo. The juice brand,
Tropicana wants the users to know that the juice is natural. Hence the green logo Spotify has songs from
all over the world. It is everywhere.
E. Psychology of Color Black
Black is an intense color. It is the color of sophistication, seriousness and deepness.
Black Depicts:
Sophistication Control
Glamour Clarity
Reserved Efficiency
Seriousness
Black is the color of class. Black is the absence of color. Hence, it has the capability to absorb the
energy. Black shows clarity. Black doesn’t stand out. It’s a recessive color. But it doesn’t have any
hidden meaning. Black’s black. This make people trust it. Black is used by niche companies to state the
motto ‘We are who we are’
Nike, Adidas, Wikipedia, etc. are examples of companies using black in their logo.
F. Psychology of Color White
White is pure. It consist of every color and hence has many meanings.
White depicts:
Equality Cleanliness
Purity Clarity
Simplicity
White is the perfect opposite of black. It reflects everything. It shows clarity and flawlessness.
White is ofen used with black and other colors in the logos.
G. Psychology of Color Violet
Violet has the power of red combined with the intellect and stability of blue. Violet is a spiritual
color. Violet soothes.
Violet depicts:
Spirituality Calmness
Royalty Truth
Mystery Authenticity
Vision
Many companies which stand out as being original and different use violet in their logos. Example-
Cadbury, Yahoo!, Taco Bell, etc.
H. Psychology of Color Orange
When red’s power is combined with yellow’s confidence, we come up with motivating Orange.
Orange depicts:
Warmth Food
Motivation Comfort
Fun Freedom
42
Orange is the color of positivity. It lends motivation to lift up, add up fun to a dull or boring
place, and is comforting to see at. Different companies using orange color in their logo has a same
message. Nikelodeon and Fanta wanted their logos to represent fun. Blogger.com wanted their users to
feel the ease with which they can blog on its platform.
I. Psychology of Color Brown
Brown is a protector. It represents the earth. Brown can be seen everywhere and that too in things
that are solid. Hence we tend to associate it with power and support.
Brown depicts:
Support Power
Seriousness Nature
Reliability
Brown is the mixture of red, yellow, and black. It has the power of red, warmth of yellow, and the
seriousness of black. Most of the time it is used to represent products coming from nature too.
REVISED KNOWLEDGE: Actual answer to the process question/s/ focus question/s.
1. What is the importance of having a good name for branding to start the business?
Having a good brand name helps you and your business establish a significant and
differentiated presence in the market that attracts and retains loyal customers.
2. How can we collect data from the target costumers?

The four most common methods of collecting data from the target customers are:
interview, focus group discussion, observation, and survey.
3. What are the 7Ps of marketing?

 Product levels
 Product attributes
 Product mix
 Product Life Cycle (PLC)
 Pricing
 Place
 Promotion

 A marketing mix consists of a combination of factors that a business can control in order to
influence consumers to purchase its products. By strategically manipulating these factors
and continuously optimizing them, businesses can better serve their customers; in turn,
boosting their bottom lines. Marketing mixes are comprised of the four P’s of marketing
— product, price, promotion, and place.
 A brand refers to the identity of a company, of a product, of a service, or of an entrepreneur.
A brand is a symbol of promise or assurance from the entrepreneur that what it purports to
the customers will happen. A good brand not just entices customers to try the product but
makes them loyal to it.
43
____________________________________________
Name of School
---o0o---
Subject: _______________________________________
Teacher: _______________________________________
Name of Learner : ___________________________________________________________________

Week No.: 7 Score : _______________
Activity # 1: Mini-Task:
Identify a brand that is very much associated with just one kind of product category. Your
job is to determine what product categories this brand can safely be stretched toward in order to extend its
product width. Present at least three new categories that you would believe this brand can be stretched
toward. Present mock ups of the proposed products in order to properly illustrate these new items. Use the
back page for your output.
Rubric
Criteria Details Total Pts. Your Pts.
Understanding of How well was the brand’s concept 25
brand understood?
Category selection How feasible are the identified 15
proposed categories?
Creativity How well thought-out are the 10
proposed products?
TOTAL 50
Activity #2: PERFORMANCE TASK
Build a brand Experience
Assume that you are a business owner or an entrepreneur. During this pandemic, your previous business
was greatly affected that is why you had to close it down.
44
You are now thinking of putting up a new one which is relevant during this time. Assuming that capital
investment is not an issue/problem, create a business plan and marketing strategy for your new product or service.
Use the steps outlined below to create a new brand for your product or service- defining (a) the range of
products that you want the brand to eventually venture into, (b) the target market or markets, and (c) the brand
objectives. Design as well its branding and logo. Of course, you should come up with a proposed brand name.
Rubric
Criteria Details Total Pts. Your Pts.
Depth of planning How well thought-out was the groundwork? 25
Creativity How impressive are the proposed brand 15
elements?
Impact How likable is the brand? 10
TOTAL 50
Use the space below. You may use the back page or another sheet if deemed necessary
45
46

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FIRST QUARTER MODULE

Hello, my dear students!

God bless and let’s get into it!

The learner demonstrates understanding of key concept, underlying

TOPIC: CONCEPT OF ENTREPRENEUR

Below are the Learning Targets/ Specific Objectives:

Exploration of Prior Knowledge

Skills I expect to use:

PROCESS QUESTIONS/ FOCUS QUESTIONS:

Exercise 1: Characteristics of an Personal Entrepreneurial Characteristics

In the words of Joseph A. Schumpeter (1965), “The entrepreneur in an advanced economy is an

Peter F. Drucker (1985), in his book “Innovative Entrepreneurs” defines entrepreneurs as

Name Year Definitions

Mega entrepreneurs vs. Micro entrepreneurs

Mega entrepreneurs Micro entrepreneurs

An Entrepreneur’s Field of Expertise: Types of Entrepreneurs

Other types of Entrepreneurs

Other types of Explanations

REVISED KNOWLEDGE: Actual answer to the process question/s/ focus question/s.

FINAL KNOWLEDGE: Generalization/ Synthesis/ Summary

DBES LEARNING ACTIVITY SHEET/GAWAING PAGKATUTO

Name of Learner : ___________________________________________________________________

Part I. Written Work/s and Mini-Task:

1) Is higher education a prerequisite to be a successful entrepreneur? Why or why not?

GRAPHIC ORGANIZER RUBRIC

1 = Weak 2 = Average 3 = Strong

RUBRICS IN SCORING FOR ESSAY

The learner demonstrates understanding of key concept, underlying

1. Delineate clearly between entrepreneurship and employment; and

Exploration of Prior Knowledge

Skills I expect to use:

PROCESS QUESTIONS/ FOCUS QUESTIONS:

1. What are the differences between an entrepreneur and a manager?

________1. Income is earned whether the business is successful or unsuccessful.

ENTREPRENEUR vs. MANAGER

DISTINCTIVE FEATURES OF TRADITIONAL MANAGERS AND THE

Entrepreneurship and Innovation

Societal and Economic Benefits of Entrepreneurship

Core Traits Explanations

REVISED KNOWLEDGE: Actual answer to the process questions/ focus questions.

1. What are the differences between an entrepreneur and a manager?

2. What are the benefits for entrepreneurship in a societal and economic?

There are a lot of benefits of entrepreneurship, one of which is entrepreneurship elicits

FINAL KNOWLEDGE: Generalization/ Synthesis/ Summary

DBES LEARNING ACTIVITY SHEET/GAWAING PAGKATUTO

Name of Learner : ___________________________________________________________________

Read the statement for the directions of the activity:

Rubric for Interview

Weeks 3 - 5: MARKET NEED

Content Standard The learner demonstrates understanding of concepts, underlying principles,

W3schools.in. (2009). What is entrepreneurial Process? Retrieved at

Below are the Learning Targets/ Specific Objectives:

1. Identify the market problem to be solved or the market to be met; and

Exploration of Prior Knowledge

What I Want to How I Can Learn

Skills I expect to use:

Marketing Internet shop Beauty Bakeshop Handicraft

THE ENTREPRENEURIAL PROCESS

The entrepreneurial process is a step-by-step procedure in establishing any kind of business

SEEKING, SCREENING, AND SEIZING

S1: Seeking the Opportunity

a. STEEPLED – this is mnemonic for Sociocultural, Technological, Economic,

METHODS OF GENERATING IDEAS

Technology Assessment and Operations Viability