to Accompany Management Third Canadian Edition John R Schermerhorn Jr Barry Wright Prepared by Jim LoPresti University of Colorado Boulder Revised by Dr Shavin Malhotra Ryerson University Toronto Ontario ID: 476747
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PowerPoint Presentation
to Accompany
Management
Third Canadian EditionJohn R. Schermerhorn, Jr.Barry Wright
Prepared by: Jim LoPrestiUniversity of Colorado, BoulderRevised by: Dr. Shavin MalhotraRyerson University, Toronto, OntarioSlide2
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Management Fundamentals - Chapter 5
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Chapter 5:
Entrepreneurship and Small Business ManagementSlide3
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Management Fundamentals - Chapter 5
5.1 Define entrepreneurship and list the characteristics of entrepreneurs.
5.2 Describe various types of small businesses and explain why many small businesses fail.5.3 Outline how to create a new venture.Chapter 5 Learning Objectives
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Management Fundamentals - Chapter 5
Entrepreneurship
Strategic thinking and risk-taking behaviour that results in the creation of new opportunities for individuals and/or organizations.EntrepreneursRisk-taking individuals who take actions to pursue opportunities and situations others may fail to recognize or may view as problems or threats.The Nature of Entrepreneurship
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Entrepreneurs are …
Founders of businesses that become large-scale enterprises.People who:Buy a local franchise outletOpen a small retail shopOperate a self-employed service businessPeople who introduce a new product or operational change in an existing organization.
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Management Fundamentals - Chapter 5
Typical characteristics of entrepreneurs:
Internal locus of controlHigh energy levelHigh need for achievementTolerance for ambiguitySelf-confidencePassion and action-orientationSelf-reliance and desire for independenceFlexibility
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The Nature of EntrepreneurshipSlide7
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Management Fundamentals - Chapter 5
Figure 5.2 Personal traits and characteristics of entrepreneurs.
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Typical entrepreneurial backgrounds and experiences:
Parents were entrepreneurs or self-employed.Families encouraged responsibility, initiative, and independence.Have tried more than one business venture.Have relevant personal or career experience.Become entrepreneurs between 22 and 45 years of age.Have strong interests in creative production and enterprise control.Seek independence and sense of mastery.
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Reasons for women and member of visible minorities becoming entrepreneurs:
Out of necessity (necessity-based entrepreneurship)Gain economic independence.Provide a pathway to career success that may be blocked otherwise.
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Management Fundamentals - Chapter 5
Common myths about entrepreneurs:
Entrepreneurs are born, not made.Entrepreneurs are gamblers.Money is the key to entrepreneurial success.You have to be young to be an entrepreneur.You must have a degree in business to be an entrepreneur.
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Management Fundamentals - Chapter 5
Social Entrepreneurship:
A unique form of ethical entrepreneurship that seeks novel ways to solve pressing social problems. Social enterprises have a social mission to help make lives better for underserved populations.
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Management Fundamentals - Chapter 5
Small businesses …
Ones with 100 or fewer employees.Independently owned and operated.48 percent of the private labour force works in small businesses.Accounts for 23% of Canada’s GDP. Are established by:Starting a new business.Buying an existing business.Buying and running a franchise.Entrepreneurship and Small Business
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Internet or Web-based Entrepreneurship
Internet entrepreneurship is the use of the internet to pursue an entrepreneurial venture.The Internet offers numerous entrepreneurial opportunities.Nearly 85% of small businesses are conducting business over the internet.
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Web-based business models include:
Advertising modelBrokerage modelCommunity modelFreemium modelInfomediary modelMerchant modelReferral modelSubscription model
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Entrepreneurship and Small BusinessSlide15
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Management Fundamentals - Chapter 5
Family businesses …
Owned and financially controlled by family members.Largest percentage of businesses worldwide.Can provide an ideal business situation.Problems unique to family businesses:Family business feudSuccession problem
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Management Fundamentals - Chapter 5
Reasons for small business failures:
Lack of experienceLack of expertiseLack of strategy and strategic leadershipPoor financial controlGrowing too fastInsufficient commitmentEthical failure
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Management Fundamentals - Chapter 5
Figure 5.3 Eight reasons why many small businesses fail.
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Important issues in new venture creation:
Does the entrepreneur have good ideas and the courage to give them a chance?Is the entrepreneur prepared to meet and master the test of strategy and competitive advantage?Can the entrepreneur identify a market niche that is being missed by other established firms?Can the entrepreneur identify a new market that has not yet been discovered by existing firms?Can the entrepreneur generate first-mover advantage by exploiting a niche or entering a market before competitors?New Venture Creation
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Life cycle of entrepreneurial firms
Birth stageBreakthrough stageMaturity stageEach stage poses different managerial challenges and requires different managerial competencies.
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Figure 5.4
Stages in the life cycle of an entrepreneurial firm.20
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Basic items that should be included in a business plan:
Executive summaryIndustry analysisCompany descriptionProduct and services descriptionMarket descriptionMarketing strategyOperations descriptionStaffing descriptionFinancial projectionCapital needsMilestones
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Forms of legal ownership
Sole proprietorshipPartnershipGeneral partnershipLimited partnershipLimited liability partnershipCorporationLimited liability corporation (LLC)
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Financing the new venture
Sources of outside financingDebt financingEquity financingEquity financing alternativesVenture capitalistsInitial public offeringsAngel investors
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