Presentation is loading. Please wait.

Presentation is loading. Please wait.

E s b 3-1 p p t BA 346 Working as an Entrepreneur Bob Zahrowski.

Similar presentations

Presentation on theme: "E s b 3-1 p p t BA 346 Working as an Entrepreneur Bob Zahrowski."— Presentation transcript:

1 e s b 3-1 p p t BA 346 Working as an Entrepreneur Bob Zahrowski

2 e s b 3-2 3 Small Business Entrepreneurs: Characteristics and Competencies McGraw-Hill/Irwin ©2007 by the McGraw-Hill Companies, Inc. All rights reserved.

3 e s b 3-3 Objectives: Objectives: Learn about entrepreneurial personality types Learn the competencies of the successful entrepreneur Discover the types of career paths entrepreneurs pursue Understand the challenges of family business owners Recognize the special nature of entrepreneurial teams Gain insight into the challenges women and minority business owners face Understand the situation of people who become business owners later in life Chapter 3

4 e s b 3-4 Internet entrepreneur Laura TidwellFocus on Small Business: Internet entrepreneur Laura Tidwell The Entrepreneurial Personality:The Entrepreneurial Personality: –Classic entrepreneur –Classic entrepreneur: Bill Gates, Sam Walton Loner, socially isolated Hard worker Fast learner Risk-taker seeking wealth Chapter 3

5 e s b 3-5 Classic entrepreneur Idea person Small business owner Contemporary cl. entrepreneur Salesperson entrepreneur Managerial entrepreneur Chapter 3 1700’s-1950’s 1950’s-1980’s 1980’s-Today

6 e s b 3-6 Original Classic Entrepreneur:Original Classic Entrepreneur: –Hard worker –Loner –Socially isolated –Fast learner –Wealth seeker –Risk taker Chapter 3 1700’s-1950’s

7 e s b 3-7 Idea Person:Idea Person: –Hard worker –Loner (could team up) –Socially isolated –Fast learner –Fame seeker –Risk taker Chapter 3 1950’s-1980’s

8 e s b 3-8 Small Business Owner:Small Business Owner: –Hard worker –Loner –Socially isolated –Average learner –Average income seeker –Risk averse – conservative Chapter 3 1950’s-1980’s

9 e s b 3-9 Contemporary Classic Entrepreneur:Contemporary Classic Entrepreneur: –Hard worker –Loner –Socially isolated –Fast learner –Wealth seeker –Risk taker Chapter 3 1950’s-1980’s

10 e s b 3-10 Salesperson Entrepreneur:Salesperson Entrepreneur: –Hard worker –Team player –Socially connected –Fast learner (socially) –Average learner (technologically) –Acceptance seeker –Risk averse Chapter 3 1980’s-Today

11 e s b 3-11 Managerial Entrepreneur:Managerial Entrepreneur: –Hard worker –Team player –Socially connected –Fast learner –Wealth seeker –Risk averse Chapter 3 1980’s-Today

12 e s b 3-12 Entrepreneurial Competencies CompetenciesCompetencies: forms of business-related experience Basic business competencyBasic business competency: understanding the organizational and business processes of a firm Chapter 3

13 e s b 3-13 Key business functionsKey business functions: activities common to all businesses –sales, operations, accounting, finance, and human resources Industry-specific knowledgeIndustry-specific knowledge: activities, skills, and knowledge, specific to businesses in an industry –Understanding dimple patterns for making golf balls –Chemistry involved in Heating and A/C work Chapter 3

14 e s b 3-14 Resource competenciesResource competencies: the ability or skill of the entrepreneur at finding expendable components necessary to the operation of the business –Time –Information –Location –Financing –Raw materials –Expertise Chapter 3

15 e s b 3-15 Determination competenciesDetermination competencies: skill identified with the energy and focus needed to bring a business into existence Opportunity competenciesOpportunity competencies: skills necessary to identify and exploit elements of the business environment that can lead to a profitable and sustainable business Chapter 3

16 e s b 3-16 Professionalization ProfessionalizationProfessionalization: the extent to which a firm meets or exceeds the standard business practices for its industry Standard business practiceStandard business practice: a business action that has been widely adopted within an industry or occupation Chapter 3

17 e s b 3-17 Expert business professionalizationExpert business professionalization: a situation that occurs when all the major functions of a firm are conducted according to the standard business practices of its industry highest levels of trust –These firms inspire the highest levels of trust among their customers. Doctors Insurance providers Chapter 3

18 e s b 3-18 Expert business professionalizationExpert business professionalization: –Subcontractors –Subcontractors: big firms require subcontractors to meet hundreds of corporate-dictated procedures –Franchises –Franchises: corporate parents specify most of the procedures for the business’s operation –International quality certifications –International quality certifications (ISO 9000): small businesses must write in full detail how they will ensure consistency and professionalism Chapter 3

19 e s b 3-19 Specialized business professionalizationSpecialized business professionalization: founders or owners who are passionate about one or two of the key business functions, such as sales, operations, accounting, finance, or human resources –Specialized firms tend to generate moderate levels of trust among customers. Chapter 3

20 e s b 3-20 Minimalized business professionalizationMinimalized business professionalization: a situation that occurs when the entrepreneur does nearly everything in the simplest way possible –No systematic accounting –Personal sales –Street vendors, swap meets, art fairs Very difficult to gain trust Chapter 3

21 e s b 3-21 Chapter 3 Business 1 Business 2 Business 3 Business 2Business 3 Business 2 Growth Harvest Spiral Habitual Occasional Entrepreneurial Careers

22 e s b 3-22 Entrepreneurial Careers Habitual entrepreneursHabitual entrepreneurs: owners for a lifetime, sometimes in one business, sometimes across several firms –No succession plan –Figure to keep working until they can no longer continue Chapter 3

23 e s b 3-23 Growth entrepreneursGrowth entrepreneurs: lifetime owners whose goal is major success –If they top out with one business, they’ll start another growth-oriented company, often before they exit the first one. micro- manage –When they do retire, they tend to want to micro- manage their successors. Chapter 3

24 e s b 3-24 Harvest entrepreneursHarvest entrepreneurs: owners with an exit plan –Work first in order to play later –Build one company at a time, sell it, enjoy the proceeds, and then start another Spiral (helical) entrepreneursSpiral (helical) entrepreneurs: alternate periods of growth and stability –Driven by a need to balance family and business scaling down –The endgame strategy is scaling down the business Chapter 3

25 e s b 3-25 Occasional entrepreneursOccasional entrepreneurs: people who generally have another primary job –Fascinated by entrepreneurship and pursue it periodically –Classic part-time entrepreneur –Seasonal basis (doing taxes, or making Christmas wreaths Chapter 3

26 e s b 3-26 Family Businesses Family businessFamily business: a firm in which one family owns a majority stake and is involved in the daily management of the business 1/31/3 of the Standard & Poor’s 500 are family owned and managed. Chapter 3

27 e s b 3-27 1/2Family businesses make up over 1/2 of the businesses in the United States. half the jobsThey create well over half the jobs in the United States in the 1900’s. 39%39% of businesses in the United States are small family businesses. 58%They employ 58% of America’s workforce. Chapter 3

28 e s b 3-28 Family Business Challenges Role conflictRole conflict: the kind of problem that arises when people have multiple responsibilities, such as parent and boss, and the different responsibilities make different demands on them business necessities –Whenever possible, make decisions based on business necessities. Chapter 3

29 e s b 3-29 Family Business Challenges SuccessionSuccession: the process of intergenerational transfer of a business clear transition plan –Lack of clear transition plan is the death knell professional approach –Answer is taking a professional approach 5% –Only 5% of entrepreneurs can rely on family members to take over Chapter 3

30 e s b 3-30 Women and Minorities Women-owned fastest-growingWomen-owned businesses are one of the fastest-growing sectors of all United States businesses. 30% 18%30% of all businesses are majority owned by women, with 18% equally owned by men and women. Chapter 3

31 e s b 3-31 Minority-owned businesses11%Minority-owned businesses represent 11% of all United States businesses. 1992-1997 Growth rates –General Business 7% –Minority-owned 30% –Native-American/Alaskan 84% –African-American 26% –Hispanic30% –Hispanic 30% –Asian/Pacific Islander30% –Asian/Pacific Islander 30% Chapter 3

32 e s b 3-32 Access Problems Discrimination in financingDiscrimination in financing: deniedtwice –Minority applicants were denied at twice the rate of whites. higher interest rates –Asian and Hispanic owners pay higher interest rates on their loans –Set asides –Set asides: government contracting funds earmarked for particular kinds of firms, such as minority- or women-owned firms Chapter 3

33 e s b 3-33 Late career entrepreneursLate career entrepreneurs: people who begin their businesses after having retired or resigned from work in corporations at age 50 or older –Get advice –Take control –Take control over life –Networking –Keep personal finances out –Keep personal finances out of the business Chapter 3

34 e s b 3-34 Questions? Chapter 3 ???

Download ppt "E s b 3-1 p p t BA 346 Working as an Entrepreneur Bob Zahrowski."

Similar presentations

Ads by Google