Professional Documents
Culture Documents
MN9 Notes in Midterm
MN9 Notes in Midterm
MODULE 1 – PART 1
A. CONCEPT OF ENTREPRENEURSHIP
Entrepreneurship is the ability and readiness to DEVELOP, ORGANIZE and
RUN a business enterprise, along with any of its uncertainties in order to make
profit
In economics, entrepreneurship connected with land, labour, natural resources and
capital can generate profit. The entrepreneurship vision is defined by discovery
and risk-taking and its indispensable part of nation’s capacity to succeed in an
ever-changing and more competitive global marketplace.
B. MEANING OF ENTREPRENEUR
Someone who has the ability and desire to establish, administer and succeed in a
STARTUP VENTURE along with RISK entitled to it, to make profit.
Often known as the SOURCE of new ideas, INNOVATOR, and bring new ideas
in the market by replacing old with new concept and invention which can range
from home business to multi-national companies.
C. ENTREPRENEURIAL TRAITS
a. Passion
b. Risk taking ability
c. Persisting nature
d. Innovative
e. Leading from the front
f. Ethical in nature
D. CHARACTERISTICS OF ENTREPRENEUR
Entrepreneurs arise from a range of educational, technical and business experiences that
include management, technology, sales, marketing and scientific research. However, the
commonality that is shared from these diverse backgrounds are;
a. Independent thinkers
b. Optimistic and confident about their chances for success
c. Creative problem solvers
d. Tenacious, visionary and focused
e. Act that to wait, attack challenges rather than avoid them.
E. TYPES of ENTREPRENEURSHIP
4. Social Entrepreneurship
a. Concentrate of producing products and services that resolve social needs and
problems.
b. Main goal is to work for society and not to make any profit.
A. CHARACTERISTICS OF ENTREPRENEURSHIP
2. Innovation
5. Flexible
B. IMPORTANCE OF ENTREPRENEURSHIP
b. Innovation
MODULE 1 – PART 3
REASONS WHY BUSINESS FAILS.
1. Lack of Planning
6. Poor management
7. Lack of Capital
9. Poor Location
10.Lack of Profit Not understanding the difference between Revenue and Profit
13. Poor financial management Poor accounting system that impair judgment for budget,
expenses and cash flows.
17.No succession plan No concrete and advance planning in case of death, departure,
retirement, etc.
18. Wrong business partner Incompatibility in ideas, approach and end goal
21. Believe that you can do it. Commit only to what you can do and make it
happen
28. Focus on your customers Losing touch with customers interest and
demand
30. Deal with the unexpected Set up a system to recover from disaster
Identify the key parts of your business and
think about of your approach when you lose
any of them.
MODULE 1 – PART 2
A. CHARACTERISTICS OF ENTREPRENEURSHIP
2. Innovation
5. Flexible
B. IMPORTANCE OF ENTREPRENEURSHIP
b. Innovation
MODULE 1 – PART 4
REASONS WHY BUSINESS SUCCEED
One of the sad realities of business is that only a small percentage of all start-ups succeed.
Starting a company is a risky business. Entrepreneurs face obstacles at every turn. Of course,
we
all know there are plenty of reasons why businesses can fail, but what about the reasons they
succeed? Are their commonalities between companies that are successful? If so what are they?
By examining successful companies, it turns out there are some key reasons why companies
succeed. These are:
1. DIRECTION
Every business needs a leader with a vision. During the difficult times, the business
owner needs a clear idea of the end mission and how the company will get there. A good
business leader keeps the long-term in mind whilst dealing with short-term challenges or
difficulties.
2. SPEED TO MARKET
You can‟t be second when it comes to getting to market. Especially with the rate of
technological development, the faster a business can produce its service or product, the
better chance it has of success. Small and medium sized businesses often have to
compete with established industries. One of the reasons small businesses often succeed
is that they reach consumers first.
3. FINANCIALLY SAVVY
Successful businesses know how to work within a budget. They also know how to
manage cash flow. Cash flow is crucial to the success of any business and making sure
there is cash in the bank plays a vital role. For instance, making sure you get paid on
time can make all the difference between success and failure for a small business.
Knowing your numbers and keeping on top of the finances is a key skill for any business
owner.
4. DEDICATION
Business owners need to be leaders who are willing to work hard and stick to their goals.
This leadership will inspire others to commit and to align with the company‟s mission.
It‟s important to have everyone „on the same page‟ – engaged and dedicated to the
company‟s goals. But it starts with the dedication of the business owner.
5. PERSEVERANCE
When times get tough, and the road to success offers huge challenges, business owners
need to persevere to achieve success. There will be tough times. There will be times
when the best option feels like „giving up and going home‟! However successful
businesses stick at it, they persevere.
6. QUICK TO ADAPT
Successful businesses are comfortable with change. As an old boss of mine was fond of
saying: “the only constant around here is change”! Good leaders know how to adapt, and
to make good decisions often without a clear „roadmap‟. As a result, they take advantage
of opportunities that others might miss.
8. CONFIDENCE
Confidence in themselves. Confidence in their businesses. Confidence in their ideas. This
is not about arrogance, but rather an unwavering and unshakeable commitment and
belief within the business owner about what they are doing and what they are trying to
achieve. All leaders of successful businesses have it.
9. EFFICIENT TIME MANAGERS
Great business leaders are good time managers. They have routine and they have
processes in place, often automated, which means they can spend more of their time
„working ON the business rather than IN it‟.
10. EXECUTION
Arguably this is the most important difference between a business that succeeds and one
that doesn‟t. Every business leader can have a great idea. Planning, strategy, goals,
vision are all vital. But if you don‟t put them into action, then quite simply, you don‟t
have a business. Knowing how to execute effectively sets successful businesses apart.
MODULE 2 – PART 1
RISKS ON ENTREPRENEURSHIP
A. Most of the entrepreneurs are risk-takers by nature. When they decide to launch a
business, they risk everything irrespective of the thought that they have no secure
monthly income and where the time-space for family matters is relatively null. There
are some factors of risk that an entrepreneur has to keep an eye on before starting a
business.
Risks in the financial sector: The fund required to start a business might be either
in the form of loans, lifetime savings, etc. The owner should put himself at risk
during the start of this new venture. If you failed to return the investors for the
next few years, it may lead to bankruptcy and might leave the investors empty-
handed.
Risk due to vintage strategies: The strategies taken in a business plan should be
appealing to the investors. Anyhow, we live in a fast-paced world, and as time
goes by, the current strategies become outdated. To avoid this situation, we must
update our strategies according to the change in the market, or else the company
might struggle to reach its benchmarks.
Market risks: Many risk factors in the market can affect the sale of a product or
service. The pros and cons of the sense of economy of the market pose a risk to
new businesses. For example, if the economy slumps, people are inclined to buy
non-luxury products rather than depending on the luxury ones. You must analyze
the factors like the demand for a product or service and consumer behavior to
capture the market.
Competitive Risk: The competitors are the major factor which an entrepreneur
should consider. The lesser the competitor’s, the lesser the demand for the product
in the market. A saturated level of large competitors might create a struggle to
compete in the market.
Abandoning the current source of income: Before you attain the ownership of
any business, you have to resign from your current job or career. Some people
always keep a backup plan to resume their old job or career in case things go
wrong in their business. But a faction of the people holds the notion to risk their
current career. There is no guarantee for your income in the first few months.
Trusting a key employee: There is only a minimal chance of attaining a full team
at the start of a business. You will have only a few people who are willing to work
for a lower salary for the upliftment of the company.
Getting Compensated: The earnings of the organization would see whether the
entrepreneur will get compensated or otherwise. The entrepreneur doesn’t have the
posh of the assured paycheck like his counterparts in compensated employment.
When the business doesn’t make profit, there’s nothing for that entrepreneur.
Sporadic Earnings: The beginning-up entrepreneur might not have enough
business to supply her or him with steady earnings. Their earnings may fluctuate
every day or monthly.
MODULE 2 – PART 2
REWARD ON ENTREPRENEURSHIP
In the fast-paced world of entrepreneurship, two kinds of people cohabit the
world of business. Ambitions are not only limited but also have boundary lines.
The ups and downs in the business are quite transient. The qualities and
personal choices that an entrepreneur makes are important, such as;
Human value system: The deciding platform or the root of any business
organization is a strong HRM (Human Resource Management). The
companies which are highly successful in consolidating human
resources are traditional, while non-traditional companies invite more
trouble in the name of innovation and rational approach.
Passion – Passion they are saying sells. Among the finest joys of
entrepreneurship is working daily around the passion of the existence.
When a person’s work and daily pursuits have been in the world of their
innate desires, one works together with enthusiasm, appetite and hunger
that drive to great action. Aside from as being a reward by itself, passion
helps to ensure that the first is dealing with never-ending energy which
results in greater production.
Great Boss – Entrepreneurs work with the finest boss on the planet that
is themselves. In compensated employment, we meet all sorts of bosses –
some nasty, some good and a few boring. The finest boss anybody might
have is yourself. Entrepreneurship allows you be your own boss which
creates an unbeatable feeling which money cannot buy.
Location – Where you reside and jobs are one main factor to non-public
satisfaction. Entrepreneurship allows you to get this to choice without
having to rely on another person figuring out your workplace location
which can be to date from your geographical area resulting in daily
lengthy commuting in private or public transportation. In Lagos Nigeria,
where most corporate offices can be found are extremely costly for many
workers to exist in. A number of such locations don’t have areas.
Workers are forced into lengthy distance commuting and traffic hold ups
that improve their price of fueling and it is the reason high bloodstream
pressure because of chilling out within the holdup year in year out. The
entrepreneur may even keep his location virtual, meaning he might work
straight from their own home online. A business owner may also made a
decision to be mobile.
MODULE: 3 – part 1
NATURE OF SMALL BUSINESS
What is Small Business? Types of Small Business
Small scale Industries or small businesses are the type of industries that produces goods and
services on a small scale. These industries play an important role in the economic development
of a country. The owner invests once on machinery, industries, and plants, or take is a lease or
hire purchase. These industries do not invest on large amount in millions. Few examples of
small-scale industries are paper, toothpick, pen, bakeries, candles, local chocolate, etc.,
industries and are mostly settled in an urban area as a separate unit.
1. The business, as a rule, is managed by the owner or owners of the firm. The management
team of the business might consist of family members, relatives, and close friends.
2. The responsibility for decision-making normally lies with one key executive, with very
little or no delegation of authority. Small-business owner-managers maintain a high
degree of concentration of authority. They do not delegate as they believe that if you
want a thing done right, do it yourself.
3. There appears to be a close management-employee relationship. Entrepreneurs take an
active part in the management and operation of the firm. They develop a very intimate
relationship with the employees by working along with them. Therefore, relationships are
informal and friendly.
4. Small business is an extension of the personality of the entrepreneur. It is the reflection of
the dreams and desires of the entrepreneur(s).
They invest in fixed assets of machinery and plant, which does not surpass than one
Crore. For export improvement and modernization, expenditure ceiling in machinery and plant
is five crores.
The industries which are located in rural areas and manufacture any product
performs any service with or without the utilization of power is called village
industries.
(9) Cottage Industries
2. Checks monopoly
Small businesses encourage competition by checking the development of monopolies by
large businesses. It produces new products, methods, and services and so forth and checks
large firms’ tendency to control the market.
It also provides differentiated products that give the market a wide spectrum of choices.
Therefore, small businesses keep large firms on their toes.
3. Creates employment
Small, young, high technology businesses create jobs at a much higher rate than do older,
large businesses.
4. Produces people
Small business has more intimate knowledge of its communities: therefore, take more
personal interest in them. It takes community projects. It produces people as well as goods
and services.
Small entrepreneurs have relative freedom to enter and leave a business at will. They can
start and grow, expand or contract, succeed, or fail as they feel comfortable with the
situation.
This freedom is the essence of the free economy. It makes managers responsible for
customers, employees, investors, and the community.
Moreover, they can switch their production readily you meet changing market conditions,
can adapt themselves quickly to chatty mu demands within their fields and capacity, and
even can chance field at low cost.
This environment of small businesses helps developing risk-takers in society and fosters
flexibility in the practice of economic activities.
Small business is the seedbed for new ventures throughout the world. Many of the big-
businesses today started small because of its many-fold start-up advantages in 1993, 700,000
new small businesses are started in the USA (SBA.1994).
1. Inadequate management
The lack of managerial knowledge and skills is the vital cause of failure of the largest
number of small businesses. It is more evident in the case of expanding a situation.
Anybody with any academic background and experience can go for starling his/her small
venture.
No law can stop them from entering into their ventures. It is not recognized that managerial
expertise is a priori condition for starting and operating a business.
This deters them from recognizing, hire, and tap the talents they need to survive and grow.
3. Lack of balance
Small business does not maintain a proper balance among many interrelated affairs of the
organization.
The significant reasons for such imbalance arc the lack of coordination between production
and marketing, lack of proper record-keeping, lack of effective selling techniques, lack of
coping with the increasing complexity of internal management, and lack of balance between
having too few products so that sales are lost and diversifying too fast.
These lacks of balance make small businesses vulnerable to failure.
4. Unabated entry
The chief reason for small business failure is the unabated entry. Any men and women can
enter into small business without any hindrance.
They may have 20 years of experience in that line or none at all. They may do a textbook job
of searching their markets or plunge in with no information at all. They may be millionaires
or penniless.
Yet regardless of their qualifications, the small business is open to them.
But economists’ often point out; freedom of opportunity means not only the freedom to
succeed but also the freedom to fail. Failure to sec this reality often causes untold stress,
trauma, and tragedy.
6. Fraud or Disaster
Small business is vulnerable to many situations due to its inability to 10 sustain the damage.
It may be caused by fraud, by fire, flood, burglary, criminal act, or by the death of owner-
manager or a key person of the business. It affects its continuity in the market or sometimes
8. Improper markup
Small business does not set its price policy with sufficient market information rather goes on
traditions cost-plus or competitive pricing.
It sometimes does not cover the expected rates of return necessary for maintaining the
financial strengths of the firm. It is observed that small firms that fail, they fail because of
insufficient return on their investment.
9. Wrong location
Location is one of the fundamental reasons for the success and failure of small businesses. A
common saying is that “the three most important factors in a small business success arc
location, location, and locator.
Though exaggerated, it underscores the need for the right location for the small business.
Location is more vital in some industries than in others depending on whether customers
must travel to the entrepreneur’s place of business or the entrepreneur must travel to
customers, whether the business offers a unique product or service with little competition, or
even on whether convenience is a key selling point.
However, it is well recognized that the wrong location seriously affects the success of small
businesses.
12. Neglect
Little attention to the affairs of small businesses by the entrepreneur or owner-manager is a
strong reason for the failure of small businesses.
Small businesses need absolute personal care, attention, and dose supervision, as it does not
sustain any set back of any kind. Therefore, many small businesses fail due to neglect of
their managing.
This heavy-head structure stalls the operative capacity and causes the failure of the small
venture.
The success of small businesses depends on careful handling and overcoming the above-
mentioned situations.
Every entrepreneur should rake necessary measures to prevent these reasons to protect
his/her entrepreneurial venture from failure.
The National Taskforce on Development of Small and Medium Enterprises has also pointed out
some area where small and medium enterprises can successfully operates The following arc a
list of the area of activities where small business will fit best:
Electronics or Electrical.
Software-development.
Light -engineering and metalworking.
Agro-processing/ agro-business/plantation agriculture/specialist farming/tissue-culture.
Leather-making and leather goods.
Knitwear/Ready-made Garments.
Plastics and other synthetics products.
Healthcare and diagnostics.
Educational services.
Pharmaceutical/cosmetics.
Fashion-rich personal effects.
Car and consumption goods.
Fast-food and frozen food.
Food processing and food assembling.
Paper printing and publishing.
Small fabrication.
Poultry farming.
Fisheries.
Lea gardening and processing.
Vegetable seed farming.
Floriculture.
Construction.
Cold storage.
Furniture.
Computer assembling.
Transportation, including automobiles.
Battery.
Glass and Ceramics.
Multilateral jute goods products.
Rubber.
Retailing, wholesaling.
Tourism, indenting.
Hotel, restaurant.
Cybercafe.
Mineral water.
Garments.
Stationery items.
Natural essential oils.
Organic chemicals and chemicals.
Boats and truck body buildings.
Auto parts components.
Miscellaneous transport equipment.
Sports goods.
Clocks and watches.
Servicing or repairing.
Financial like money exchange and many others.
Quiz # 1 - Fundamentals
Being tenacious is a common characteristics of an entrepreneur. TRUE
A person vision and long-term goal and who manages own business operation with help
from friends or family is known as a small business entrepreneur. FALSE
Growth and sustenance by offering new and innovative product is a form of large
company entrepreneurship. TRUE
Social Entrepreneurship’s main purpose is not to make revenue out of its business.
TRUE
A large company entrepreneurship is backed-up with research and conduct
experimental models to assure success. FALSE
Entrepreneurship is about someone who stands as the source of ideas and bring the
idea in the market. FALSE
Innovativeness means ability to duplicate what is already available in the market. FALSE
The only end goal of entrepreneurship is to make profit from establishing business.
FALSE
No differentiation means setting up your business as unique business. Keep doing what
does not work anymore for your business is an ability to learn from failure. Both
statements are INCORRECT
Flexibility is being open to change, while risk means understanding that business
venture may result to considerable amount of failure. Both statements are CORRECT
Acceleration on economic development does not result from entrepreneurship.
Entrepreneurship provides impact to the standard living of the people. Only statement 2
is CORRECT and statement 1 is INCORRECT
Visionaries can be a successful entrepreneur and flexibility play no role for success.
Only statement 1 is CORRECT and statement 2 is INCORRECT
Knowing your product not necessarily require research and knowing your product being
the idea maker does not translate to market acceptability. Both statements are
INCORRECT
Quick to adapt refers to business that comfortable with change. It is not essential in
making good decision often without making a clear path. Only statement 1 is CORRECT
and statement 2 is INCORRECT
Inability to learn from failure is by making adjustments to improve the systems. Planning
include knowing how to sell your product. Only statement 2 is CORRECT and statement 1 is
INCORRECT
Lack of capital cannot support the daily operation. Management inability to listen is
poor. Both statements are CORRECT
Lack of planning can also happen even if you know your product. Poor location does not
contribute to business failure. Both statements are INCORRECT
Leadership is not a core value in entrepreneurship. Not being open minded is not
necessary translate to loss of opportunity. Both statements are INCORRECT
Funding is vital for growth. Anytime is the right time to access funds. Only statement 1 is
CORRECT and statement 2 is INCORRECT
Keeping eye on the trending values is a form of ignoring customers need. Poor capital
resources is a form of lack of capital. Only statement 2 is CORRECT and statement 1 is
INCORRECT
Direction requires the owner to have a vision. Leaders must keep a long term in mind.
Both statements are CORRECT
Core values engulf integrity, trust, excellence, respect, responsibility and teamwork.
Involving your customers in product development is not part of planning. Only
statement 1 is CORRECT and statement 2 is INCORRECT
Being ‘on the same page’ does not necessarily means that all are on board. Direction
requires leaders to know how to deal with short term challenges or difficulties. Only
statement 2 is CORRECT and statement 1 is INCORRECT
Financial savvy means a leader need not to know how to work with budget. Further, it
must have minimum knowledge in handling cash flow. Both statements are INCORRECT
Losing touch of customers is a product of nor meeting the customers need. Keeping eye
on the trending values of the customers as a form of ignoring the customers
expectation. Only statement 1 is CORRECT and statement 2 is INCORRECT