Interview:

 1 woman entrepreneur and find out whether she believe that the tasks of being an entrepreneur
are different for her than for her male counterparts.
 What are the advantages of being a female entrepreneur?
 What are the disadvantages of being a female entrepreneur?
 Are these differences substantial or minor?

My mother is an entrepreneur. She manages our sari-sari store as well as our hog and poultry supply. We
all know that mothers are into multi-tasking. Aside from being a mother, she manages well our small
business. Since she is very hands on with the business, in selling and managing the books, she realized
that when my father would help her in selling, my father tends to cater the needs of the customer in a
slower phase. She said that my father wasn’t also good at entertaining customers and suggested that he
should be more patient. My mother has always been a charmer in our store, and she is very good at
entertaining the needs of our customers. It is the reason why some patronize our store over our
competitors. My mother is also in-charged with the pricing of our good while my father is in-charged with
the procurement of our supplies. She said that the mere fact that a female is a charmer and a good
communicator is an extra when doing business while the notion of being fragile becomes a disadvantage
when doing heavy work, but as for my mother, she said that she can also carry a half cavan of feed
supplies when needed. Even if she is a woman, my mother believes that gender cannot limit the
capabilities of anyone when it comes to business. It someone wants to become a successful, male or
female, they could, if they will act now and continuously believe that they can.

 1 minority entrepreneur and find out whether they believe that the tasks of being an entrepreneur
are different for them than for their nonminority counterparts.
 What are the advantages of being a minority entrepreneur?
 What are the disadvantages?
 Are these differences substantial or minor?

“Para sakin, mahirap magsimula ng isang Negosyo para sa amin. Dati lagi lang kaming nasa bundok,
pero dahil marami ang nagtuturo sa amin katulad ng mga misyonero at guro at katulad nyo sir na
kumukuha ng mga ginagawa namin, mas ginagandahan naming ang amin mga produkto para tuloy lang
ang mga bumibili nito.”

“Kung ang mga Tagalog ay may sariling gamit, meron din kaming naiiba sa kanila. Merong kumukuha sa
amin ng mga tela at ipinagbibili din nila. Hindi madami ang nakakaalam sa mga gawa namin, kung hindi
yung mga nagbebenta lang ng mga tela na ginagawa naming hanggang sa makilala na kami dahil kung
minsan ay wala nang maibigay yung Tagalog na kumuha sa amin.”

“Palagi pa din po kaming gumagawa dahil madami na po ang natangkilik sa aming produkto. Salamat po
sa inyong lahat.”
Business Plan

Empowering Education: Community School Printing Enterprise

Introduction:

Our community school serves as a center for learning and development for both students and teachers.
However, the absence of printing facilities hinders education and prevents the transfer of knowledge. We
can solve this problem and foster socioeconomic growth by starting a printing business in the area.

Mission and Vision:

Mission: To foster a lively learning environment while empowering students and educators through easily
accessible printing services.

Vision: A community school where each student has the resources necessary for achievement and each
teacher is given the responsibility to inspire students.

Objectives:

a. Enhance Access to Educational Resources and Improve the Quality of Learning Materials: By offering
printing services, we hope to improve learning opportunities for both teachers and students.

b. Make Sustainable Income: The company will produce revenue to guarantee its long-term viability and
financial independence.

c. Support Educational Initiatives: A portion of the profits will be reinvested in the community school to
fund various educational projects, assistance, and for other social responsibility.

Services:

In order to suit the demands of both teachers and pupils, our printing business will provide a variety of
services, including but not limited to:

• Printing handouts, workbooks, and textbooks.

• Services for binding and copying.
• Creating and printing teaching materials like charts, posters, and teaching aids.
• Giving users access to digital information via internet and PC renting.

Target Market:

Our primary clients will be the community school's teachers and pupils. We'll also sell our services to
neighbouring businesses, organizations, and educational institutions to make more money.

Marketing and Outreach:

a. Collaborations: Work together to promote the business by forming alliances with the school's
administration, teachers' unions, and parent-teacher associations.
b. Awareness Campaign: Conduct workshops and seminars to raise awareness of the advantages of
accessible printing services for educators and students.

c. Digital Presence: Establish a website and social media accounts to offer instructional materials, display
services, and interact with the public.

d. Referral Programs: Introduce referral incentives through referral programs to promote client loyalty and
word-of-mouth advertising.

Social Impact:

a. Educational Empowerment: Facilitate better access to learning resources, leading to improved

academic performance and creativity among students.

b. Community Development: Create employment opportunities for locals and support educational
initiatives through reinvested profits.

c. Environmental Sustainability: Implement eco-friendly printing practices to minimize the environmental

impact.

Operational Plan:

a. Location: Set up the printing enterprise within the community to ensure convenience for teachers and
students.

b. Equipment: Acquire reliable printing and binding equipment that meets the diverse needs of the target
market.

c. Staffing: Employ skilled operators and administrative staff from the community to foster a sense of
ownership and commitment.

d. Business Hours: Align the enterprise's operational hours with the school's schedule, ensuring
accessibility during peak times.

Financial Projections:

a. Initial Investment: Outline the required capital for equipment, infrastructure, and initial marketing efforts.

b. Revenue Model: Define pricing for various printing services, considering both affordability for the
community and sustainability of the business.

c. Break-Even Analysis: Estimate the time required to reach the break-even point and formulate strategies
to achieve it efficiently.

d. Profit Allocation: Designate a portion of profits to support educational initiatives and community
development projects.

Monitoring and Evaluation:

Establish a feedback mechanism to assess customer satisfaction and continuously improve services.
Regularly review financial performance and social impact to stay on track with business objectives.
Conclusion:

The "Empowering Education" social business strategy seeks to establish a printing business that not only
offers necessities but also advances the expansion and improvement of the local school. We want to
empower the next generation of educators and learners by promoting a collaborative learning
environment, while also having a beneficial social influence on the community as a whole.

The Creature Nannie

Executive Summary

The Creature Nannie is a doggie foster family arrangement in Sara Sloth’s home. When customers leave
their dog at the Sloth’s home it is surrounded by people all day, has its own bed, is taken for walks twice a
day, and has a one acre fenced-in backyard to explore. The Creature Nannie is a superior alternative to a
kennel because the dogs get attention all day, have plush facilities, and have ample opportunities to
exercise. The guest dogs can even sleep in the children’s rooms (in the bed under the sheets if they
choose). Basically, the dogs become a temporary member of the household. The Creature Nannie is able
to offer this specialized attention because they are equiped to handle only four dogs at a time.

The Creature Nannie will compete directly with kennels but offer a superior service. Once word gets out
about The Creature Nannie, the schedule is forecasted to be near capacity within the first eight months.
The Creature Nannie will reach profitability very quickly and will generate revenues of $18,000 by year
three.

1.1 Objectives

The objectives for the first three years of operation include:

 To create a service-based company whose goal is to exceed customer’s expectations.

 To increase the number of clients by 20% per year through superior performance and word-of-
mouth referrals.
 To develop a sustainable home business surviving off its own cash flow.

1.2 Mission

The Creature Nannie’s mission is to provide the customer with the finest foster care service for their
canine companion. We exist to attract and maintain customers. When we adhere to this maxim,
everything else will fall into place. Our services will exceed the expectations of our customers.

1.3 Keys to Success

The Creature Nannie’s key to success is building a loyal and vocal customer base.
FynbosFarm

Executive Summary

Introduction

FynbosFarm will be a project built around a highly successful businessman and the development and
training of skilled and semi-skilled staff in the hydroponics and instant turf market. The project aim is to
carry out intensive and high turnover production, off a small area, while providing work and leadership
experience for local women.

The company is a combination of cutting edge, high quality, efficient food technology and production. It is
committed to the improvement of taste in vegetables and excellent quality and nutritional value. The
company will provide education, experience and research in the hydroponic field. It has the experience
and extensive knowledge of well-known grower Mike Shelly as a consultant. This project will be KZN-
based, and will supply vegetables for the national and international markets, and instant turf for the local
market.

Products

The 4 main crops to be grown will be instant turf, long life tomatoes, cucumbers, and coloured peppers.

 Tomatoes: 4ha under plastic which will produce 2100 000 kgs per year
 Cucumbers: 1ha under plastic which will produce 205 000 kgs per year
 Peppers: 1ha under plastic which will produce 250 000 kgs per year
 Turf: 30ha in the open.

Financial considerations

The company is seeking both short-term and long-term funding to finance the purchase of a new farm and
development costs of the project. This will cover startup expenses and first year loses. It is estimated that
the company will begin to make a profit in year 2 of operations. The project is expected to begin
production within 8 months from start of the first tunnel being erected.

1.1 Objectives

The objective of this project is to establish an intensive farm, producing high-quality produce for both the
national and international market year round.

1.2 Mission

FynbosFarm is a KZN-based company with a two-fold mission:

 to produce high quality, nutritional, and flavourful vegetables for consumption in both local and
international markets.
 to create opportunities for leadership and highly productive teamwork for local women who work
on the farm.
The women working on the farm will be organized into intensive work groups, and each group will be paid
incentives on production and performances, in addition to the standard wages.

1.3 Keys to Success

 Efficient production utilizing greenhouses.

 No existing projects of this magnitude in the KZN region.
 Experience in the vegetable industry goes back to 1996.