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1 Introduction to Entrepreneurship Week 1 – October 5, 2004 FM20731 – Executive Leadership.

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Presentation on theme: "1 Introduction to Entrepreneurship Week 1 – October 5, 2004 FM20731 – Executive Leadership."— Presentation transcript:

1 1 Introduction to Entrepreneurship Week 1 – October 5, 2004 FM20731 – Executive Leadership

2 2 Let’s see your schedules!

3 3 Why are you here? What do you want to do?

4 4 Instructor Instructor: Max Minkoff Teaching style: Interactive! How to contact me: Website: http://www.planetminkoff.com Other availability: Immediately after class

5 5 Why am I here? Education –MS IE/ Human Factors: Virtual Reality –MBA in 2001 Entrepreneur –Started first business in college –Joined VR Consumer Products startup Went “public” in 1995 Ceased operations in 1997 –Joined 3D ID Software startup Company was sold –Cookie startup (with Kirk), 2002-2004

6 6 Course Content Teaching Strategies –Interactive Class Discussion –PowerPoint w/printed notes –Team exercises Textbook: –Entrepreneurship Lambing, Peggy and Kuehl, Charles

7 7 What is an Entrepreneur? ENTREPRENEURSHIP Insane perseverance in the face of total rejection.

8 8 What Is An Entrepreneur? ENTREPRENEUR A vision-driven individual who assumes significant personal and financial risk to start or expand a business.

9 9 What Is An Entrepreneur? ENTREPRENEURSHIP The pursuit of opportunity through innovation, creativity and hard work without regard for the resources currently controlled.

10 10 Entrepreneurship Entrepreneurship: a way of thinking, reasoning, and acting that is: –opportunity obsessed –holistic in approach –and leadership balanced (This definition of entrepreneurship has evolved over the past two decades from research at Babson College and the Harvard Business School and has recently been enhanced by Stephen Spinelli, Jr., and John H. Muller, Jr., Term Chair at Babson College.)

11 11 Entrepreneurs: Born or Made? Is there inborn talent required? Assume that the answer is YES: –then we can identify the main characteristics –if we have them, fine - no others need to apply! –we could start spotting talent in kindergarten –we could "stream" these people –we could discourage people without these talents

12 12 Entrepreneurs: Born or Made? Assume the answer is NO: –then schools could teach anyone –would be a "profession" like law or medicine –companies could establish "nurseries" for them –government "incubators" would be successes The real answer lies somewhere in-between –Talent and education is the way

13 13 Situational more than personality Who is an Entrepreneur? Age Distribution for Starting Company Ability Age 203025354540 Flexibility

14 14 Who is an Entrepreneur? Manager’s Opportunities Perceived Capability Future Goals ChangeStatus Quo PossibleBlocked Satisfied manager Entrepreneur Frustrated manager Classic bureaucrat

15 15 Burch's Entrep. Personality Traits 1.A desire to achieve Conquer problems, create successful venture 2.Hard work Their workload is very hard to match 3.Nurturing quality 4.Acceptance of responsibility Morally, legally and mentally accountable 5.Reward orientation Want be rewarded for their efforts

16 16 Burch's Entrep. Personality Traits 6.Optimism Anything is possible 7.Orientation to excellence Pride in something first class 8.Organization They are wholly "take charge" people 9.Profit orientation Profit primarily a gauge of performance

17 17 Failure? So what! Failure seen differently in America & Europe. –In Europe it is a major set-back –U.S. expected (required even!) –Canada - in between but tending to U.S. “Our” System: –Many entrepreneurs had been "blue collar" –Many come from families of entrepreneurs –Many are immigrants or their children –But, there are no "rules" that ensure success Universally, entrepreneurs shake off failure!

18 18 Failure as “Learning Process” Ignore it, then start again –Some find it easy to blame someone else In public, always optimistic –Especially with funders –Agonise over what went wrong in private Willingness to disregard the rules –Start from first principles. Ability to "bend, not break" rules of life

19 19 Classic Entrepreneurship: The Startup Raw startup company—an innovative idea that develops into a high growth company Qualities of a startup company –Strong leadership from the main entrepreneur –Complementary talents and outstanding teamwork of team members –Skill and ingenuity to find and control resources –Financial backing to chase opportunity

20 20 Desirable and Acquirable Attitudes and Behaviors Commitment and determination Leadership Opportunity obsession Tolerance of –Risk –Ambiguity –Uncertainty Creativity, self-reliance, and adaptability Motivation to excel

21 21 The Entrepreneurial Process opportunity/marketIt is opportunity/market driven lead entrepreneur entrepreneurial teamIt is driven by a lead entrepreneur and an entrepreneurial team parsimoniouscreativeIt is resource parsimonious and creative fitbalanceIt depends on the fit and balance among these integratedholisticIt is integrated and holistic

22 22 The Timmons Model of the Entrepreneurial Process Opportunity (2) Resources (4) Team (3) AmbiguityExogenous forces Capital marketsUncertainty Founder (1) Creativity Leadership Communication Business Plan Fits and gaps

23 23 Enlightened Serendipity Being in the right place At the right time, Recognizing it, and Acting upon it, APPROPRIATELY and PASSIONATELY!!!

24 24 Course Evaluation & Technology Grading –40%: Class Participation (including attendance) –10%: Weekly Quizzes on Reading –20%: Midterm Exam –30%: Project Technology Needed: –Word Processing –Spreadsheet –Graphics and PowerPoint

25 25 Attendance Policy Two absences = one full grade drop A third absence = an additional grade drop Four absences = Failure NOTE: –There are NO excused absences. –2 lates and/or early departures = 1 absence. I WILL FAIL YOU IF I HAVE TO!

26 26 Cellphone Policy OK if it rings –I don’t expect you to remember to turn it off BUT! –Don’t answer your phone in class! –Don’t step into the hall to talk Also –No text messaging

27 27 Next Class Homework –Read Chapter 11: Buying an Existing Business –Read Chapter 12: Franchises & Other Alternatives October 12 –Recognizing Opportunities –Buy an Existing Businesses –Open a Franchise –Other Alternatives –Quiz on Chapters 11 & 12!

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