Dr P Alekhya
Transcript of Dr P Alekhya
Course Outcomes of Entrepreneurship
• Identify the Qualities, requirements, Risk & Ethical issues tobecome an Entrepreneur.
• Analyze and develop the conceptualization of corporateEntrepreneurship.
• Explore different possibilities to start an Enterprise for youngEntrepreneurs.
• Outline challenging benchmarks for formulation ofEntrepreneurship.
• Evaluate the application of Strategic action for growingventures.
Dr P Alekhya, Associate Professor, MBA, CMRCET
Unit-I
Entrepreneurial Mind set Entrepreneur• Definition• Characteristics of an Entrepreneur Entrepreneurship Understanding Entrepreneurial Mindset The Revolution Impact of entrepreneurship The Evolution of Entrepreneurship Functions of Entrepreneurship• Importance of Entrepreneurs• Factors Influencing Entrepreneurship• Qualities of Entrepreneurship Types of Entrepreneurs Approaches to Entrepreneurship Role of Entrepreneurship in Economic Development Twenty first century trends in entrepreneurship
Dr P Alekhya, Associate Professor, MBA, CMRCET
DEFINITION,NATURE AND CHARACTERISTICS
OF AN ENTREPRENEUR
• HISTORY:
The word ‘entrepreneur' is derived from the French word
‘entreprendre’which means ‘to undertake’. In the early 16th
century the French men who organised and led military
expeditions were referred to as ‘entrepreneur'. After 1700,the
term was applied to other types of adventures, mainly civil
engineering like constructions of roads etc.
Dr P Alekhya, Associate Professor, MBA, CMRCET
Entrepreneurship – Meaning and Concept
• German word ‘uternehmen’ referring to individuals who
undertakes an ‘endeavor’.
• Hence, anyone who exhibits the characteristics of self-
development, creativity, self-decision making and risk
taking.
• According to oxford dictionary Entrepreneur is ‘one who
organizes and manages enterprise involving high risk’.
But researches indicates that entrepreneurs need not
necessarily be high risk takers, however, they reduce risk
and increase likelihood of success.
Dr P Alekhya, Associate Professor, MBA, CMRCET
Entrepreneur – Different Perspective-Nature
• An Economist defines an entrepreneur as one
who brings resources, labour, material and other
assets in to combinations that make their value
greater than before and also one who introduces
changes, innovations and a new order.
• A Psychologist defines an entrepreneur as a person
who is typically driven by a psychological force,
which create a desire to obtain or attain
something.
• As per sociologist a person whose actions would
determine social status & contribute to societal
dev.
• As per Management expert a person who has a
vision and generates action plan to achieve it.Dr P Alekhya, Associate Professor, MBA, CMRCET
Concept - Changing Definition
Richard Cantillon (1755)
• Entrepreneur is a person bearing risk.
• First person to recognize the role of entrepreneur in
economy as a economic function than social function.
• Stated farmer as a entrepreneur, who promises to pay
fixed sum of money to landowner, with out assurance of
the profit he will drive.
• Function of entrepreneur and not his personality
Dr P Alekhya, Associate Professor, MBA, CMRCET
2. Jean Baptiste Say (1800)
• An Agent combining all factors of production.
• Special personal qualities
• Unlike, Cantillon, Say did not emphasize
uncertainty in his definition.
• Analyzed central function of the entrepreneur
independent of any other social framework
Dr P Alekhya, Associate Professor, MBA, CMRCET
3. Frank Knight (1921)
• Recipient of pure profits. Pure profit is bearing the
cost of uncertainty.
• Discusses uncertainty and risk.
• Involves primary and secondary part :
Primary problem or function is deciding what
to do and how to do
Doing things and actual execution of activity,
becomes in real sense a secondary part.
Dr P Alekhya, Associate Professor, MBA, CMRCET
4. Max Weber (1930)
• Innovator with unusual will and energy, charity of vision
and ability to act.
5. Joseph Schumpter (1934) • Ability to identify new opportunities
• Bearer of the mechanism of change the economy
6. Kirzner (1973)• Contributes to movement toward equilibrium by
pursuing opportunities.
• Understanding human actions as active and creative
rather than passive, automatic & mechanical.
Dr P Alekhya, Associate Professor, MBA, CMRCET
7. Bygrave and Hofer (1991)
As a process involves all functions, activities and actions
associated with the perceiving of opportunities and the
creation of organizations to pursue them.
8. Recent Trends• Societal and environmental issues
• As per Global Entrepreneurship Monitor (2005) more mgt
qualified and young achievers likely to be into
entrepreneurship in comparison to 1998 findings.
• EDP , Institutes, financing, CVF, separate discipline,
institutes, profession
• Quality, Service, IT as resource, sustainable, strategist,
moderate risk, collaborative relationship
Dr P Alekhya, Associate Professor, MBA, CMRCET
The Concept of Entrepreneurship
Entrepreneur Entrepreneurship Enterprise
Person Process of action Object
Dr P Alekhya, Associate Professor, MBA, CMRCET
CHARACTERISTICS OF AN
ENTREPRENEUR
1. Calculated Risk-taker
2. Innovator
3. Organiser
4. Creative
5. Achievement Motivated
6. Technically Competent
7. Self-confident
8. Socially Responsible
9. Optimistic
10. Equipped with Capability to drive
Dr P Alekhya, Associate Professor, MBA, CMRCET
11. Blessed with Mental Ability
12. Human Relations Ability
13. Communication Ability
14. Decision-Making
15. Business Planning
16. A venture Capitalist
17. Visionary
18. Entrepreneur make significant differences
19. Ability to Spot and Exploit Opportunities
20. Courage to Face Adversities
21. Leadership---An essential trait of the entrepreneur
Dr P Alekhya, Associate Professor, MBA, CMRCET
Nature of Entrepreneurship
Innovation the essence of entrepreneurship
Economic Activity
Creation of Value
Risk bearing
Dynamic Process
Special Skills and Leadership
Human Relations
Dr P Alekhya, Associate Professor, MBA, CMRCET
MANAGER VERSUS LEADER
Manager Characteristics
• Administers
• A copy
• Maintain
• Focus and systems and structure
• Relies on control
• Short-range view
• Asks how and when
• Eye on the bottomline
• Imitates
• Accepts the status quo
• Classic good soldier
• Does things right
Leader Characteristics
• Innovates
• An original
• Develops
• Focuses on people
• Inspires trust
• Long-range perspective
• Asks what and why
• Eye on the horizon
• Originates
• Challenges the status quo
• Own person
• Does the right thingDr P Alekhya, Associate Professor, MBA, CMRCET
WORKING PROFILE OF ENTREPRENEUR
Characteristics
• Self-confidence
• Drive
• Task-result oriented
• Risk-taker
• Mental Ability
• Leadership
Traits• Confidence, Independence,
Optimism, Individuality.
• Responsibility,Vigour, Initiative, persistence, Ambition.
• Need for achievement, Profit-oriented, Energy.
• Risk taking ability, Likes challenges.
• Overall intelligence(IQ),Creative thinking, Analytical thinking ability.
• Leadership behaviour, Gets alongwith others, Responsive to situations, Criticism.
Dr P Alekhya, Associate Professor, MBA, CMRCET
• Human Relations Ability
• Originality
•Communication Ability
• Emotional stability, Healthy personal
relations, Sociability, Tactfulness,
Consideration.
•Innovative, Creative, Resourceful,
knowledge.
•Perceptive, Foresight, Future oriented.
Dr P Alekhya, Associate Professor, MBA, CMRCET
Understanding Entrepreneurial Mind-set
Perseverance
Flexibility
High Internal locus of control
Learning and iteration
Curiosity
Optimism
Dr P Alekhya, Associate Professor, MBA, CMRCET
The Revolution Impact of Entrepreneurship
Entrepreneurship: A Mind-set
Small-Business
Owners: A distinction
Challenging the
Unknown
Dr P Alekhya, Associate Professor, MBA, CMRCET
The Evolution of Entrepreneurship
• EARLY PERIOD
• MIDDLE AGES
• 17th CENTURY
• 18th CENTURY
• 19th CENTURY
• 20th CENTURY
• 21stCENTURY
Dr P Alekhya, Associate Professor, MBA, CMRCET
Functions of Entrepreneurship
Planning of the Project
Management
To Face Risks
Distribution of Rewards
Sale of Products
Scale of Production
Joint stock Organisation
Dr P Alekhya, Associate Professor, MBA, CMRCET
Importance of Entrepreneurs
Formation of Capital
Balanced Regional Development
Generates Employment
Improvement of per capita Income
Improvement of standard of living
National Self-reliance
Planning Production
Backward and Forward linkages
Dispersal by economic Power
Dr P Alekhya, Associate Professor, MBA, CMRCET
Factors Influencing entrepreneurship
Psychological Factors
• Need for Achievement
• Personal Motives
• Recognition
• Need of Authority
Cultural Factors
• Culture
• Religious Belief
• Minority groups
• Spirit of CapitalismDr P Alekhya, Associate Professor, MBA, CMRCET
Factors Influencing entrepreneurship
Social Factors• Legitimacy of Entrepreneurship
• Social Marginality
• Family, Role Models and Association with similar type of Individuals
• Caste System
• Occupation
• Education and Technical Qualifications
• Social status
• Social Responsibility
Dr P Alekhya, Associate Professor, MBA, CMRCET
Economic Factors• Infrastructural Facilities
• Financial Resources
• Availability of material and Know-How
• Labour Conditions
• Market
• Support System
• Government policy
Personality Factors
• Personality
• Independence
• Compulsion
Factors Influencing entrepreneurship
Dr P Alekhya, Associate Professor, MBA, CMRCET
Qualities of EntrepreneurshipDisciplined
Confidence
Open Minded
Self Starter
Competitive
Creativity
Determination
Strong People Skills
Strong work ethic
Passion
Dr P Alekhya, Associate Professor, MBA, CMRCET
Role of Entrepreneurship
Promotes Capital Formation
Creates Large-Scale Employment opportunities
Promotes Balanced Regional Development
Reduces Concentration of Economic Power
Wealth Creation and Distribution
Increasing Gross National Product and per Capita Income
Improvement in the standard of living
Promotes Country’s Export trade
Induces Backward and Forward Linkages
Facilitates Overall Development
Dr P Alekhya, Associate Professor, MBA, CMRCET
TYPES OF ENTREPRENEUR
1.According to the Use of Technology
i. Technical entrepreneur: The strength of a technical
entrepreneur is in his skill in production techniques. He
concentrates more on production than on marketing.
i. Non-technical entrepreneur: Unlike technical entrepreneur,
non-technical entrepreneur is not concerned with the
technical aspect of the product rather he spends more time in
developing alternative strategies of the marketing and
distribution to promote his business.
Dr P Alekhya, Associate Professor, MBA, CMRCET
TYPES OF ENTREPRENEUR
2. According to the Type of Business
i. Business entrepreneur: Business entrepreneurs are those
entrepreneurs who conceive the idea of a new product or
service and then translate their ideas into reality.
ii. Trading entrepreneur: As the very name indicates trading
entrepreneur is concerned with trading activities and not
manufacturing.
iii. Industrial entrepreneur: As the very name indicates, an
industrial entrepreneur is one who sets up an industrial unit.
iv. Agricultural entrepreneur: Agricultural entrepreneur is the
one who is engaged in the agricultural activities.
Dr P Alekhya, Associate Professor, MBA, CMRCET
TYPES OF ENTREPRENEUR
3. According to Capital ownership
i. Private entrepreneur: When an individual or a group of individuals set up an enterprise, arrange finance, bear the risk and adopt the latest techniques in the business with the intention to earn profits, he or the group is called as private entrepreneur/entrepreneurs.
ii. State entrepreneur: As the name indicates, state entrepreneur means the trading or industrial venture undertaken by the state or the government itself.
iii. Joint entrepreneur: Joint entrepreneur means the combination of private entrepreneur and state entrepreneur who join hands.
Dr P Alekhya, Associate Professor, MBA, CMRCET
TYPES OF ENTREPRENEUR
4. According to Scale
i. Large scale industry entrepreneur
ii. Medium scale industry entrepreneur
iii. Small scale industry entrepreneur
iv. Tiny industry entrepreneur
Dr P Alekhya, Associate Professor, MBA, CMRCET
TYPES OF ENTREPRENEUR
5. According to Gender and Age
i. Man entrepreneur
ii. Woman entrepreneur
iii. Young entrepreneur
iv. Old entrepreneur
v. Middle-aged entrepreneur
Dr P Alekhya, Associate Professor, MBA, CMRCET
TYPES OF ENTREPRENEUR
6. According to Motivation
i. Pure entrepreneur: Pure entrepreneur is one who may or
may not possess an aptitude for entrepreneurship but is
tempted by the monetary rewards or profits to be earned
from the business venture.
ii. Induced entrepreneur: Induced entrepreneur is attracted by
the various incentives, subsidies and facilities offered by the
government.
Dr P Alekhya, Associate Professor, MBA, CMRCET
TYPES OF ENTREPRENEUR
7. Classification Given by Danhof
i. Innovating entrepreneur: Innovative entrepreneurs are generally aggressive and possess the art of cleverly putting the attractive possibilities into practice.
ii. Imitative entrepreneurs: Imitative entrepreneurs are characterised by readiness to adopt successful innovations inaugurated by successful innovating entrepreneurs.
iii. Fabian entrepreneur: Fabian entrepreneurs are cautions and skeptical in experimenting change in their enterprises. Such entrepreneurs are shy, lazy and lethargic.
iv. Drone entrepreneur: Drone entrepreneurs are characterisedby a refusal to adopt opportunities to make changes in production formulae even at the cost of severly reduced returns.
Dr P Alekhya, Associate Professor, MBA, CMRCET
TYPES OF ENTREPRENEUR
8. According to Area
i. Urban entrepreneur
ii. Rural entrepreneur
Dr P Alekhya, Associate Professor, MBA, CMRCET
TYPES OF ENTREPRENEUR
8. Based on Behavioral scientist
i. Solo Operators
ii. Active Partners
iii. Inventors
iv. Challengers
v. Buyers
vi. Life Timers
Dr P Alekhya, Associate Professor, MBA, CMRCET
Approaches To Entrepreneurship
• Environmental School of Thought
• Financial/Capital School of Thought
• Displacement School of Thought
• (i) Political Displacement
• (ii) Cultural Displacement
• (iii) Economic Displacement
Macro View
• Entrepreneurial trait school of Thought
• Venture Opportunity School of Thought
• Strategic Formulation School of Thought
• (i) Unique Markets
• (ii) Unique People
• (iii) Unique Products
• (iV) Unique Resources
Micro View
Dr P Alekhya, Associate Professor, MBA, CMRCET
An Integrative Model of Entrepreneurial Inputs and Outcomes
Source: Michael H. Morris, P. Lewis, and Donald L. Sexton, “Reconceptualizing Entrepreneurship:
An Input-Output Perspective,” SAM Advanced Management Journal 59, no.1 (Winter 1994): 21–31.Dr P Alekhya, Associate Professor, MBA, CMRCET
Twenty First Centaury Trends in Entrepreneurship
Venture Financing
Corporate Entrepreneurship
Social Entrepreneurship
Entrepreneurial Cognition
Women Entrepreneurship
Family Business
Entrepreneurial Education
Dr P Alekhya, Associate Professor, MBA, CMRCET
INTRAPRENEUR
The term ‘intrapreneur’ was coined in the United States of
America in the late seventies.
Gifford Pinchot defined intrapreneurs as the persons who resigned
from their well paid executive positions to launch their own
ventures. Gifford devised the way by which such executives
could be retained in the industry and their entrepreneurial urge
was also satisfied by their bosses.
So a system was devised whereby such executives would operate as
entrepreneurs with full independence and autonomy
but with
in the organisation.
Dr P Alekhya, Associate Professor, MBA, CMRCET
Difference between entrepreneur and
intrapreneur1. An entrepreneur is an independence person who starts his
venture and bears full risk of his failure and enjoys the fruit of
his success whereas intrapreneur is partially independent and
is sponsored by the corporation in which he is working. He is
also not liable to bear the losses in case of his failure.
2. An entrepreneur raises the finance from various sources and
also guarantees their return whereas an intrapreneur does not
own responsibility to raise the capital or to return it.
3. An entrepreneur has no relation with any organisation
whereas an intrapreneur operates within the organisation
where he is working.
Dr P Alekhya, Associate Professor, MBA, CMRCET
FUNCTIONS OF AN ENTREPRENEUR
There has been a great deal of confusion and contradiction in
literature on the functions of an entrepreneur.
FUNCTIONS
1. Innovations: J.Schumpeter has made substantial contribution
to the literature of entrepreneurship. The process of
innovations may be in the form of:
a) Introduction of a new product.
b) Use of new methods of production.
c) Opening of a new market.
d) The conquest of new source of supply of raw material.
e) A new form of organisation.
Dr P Alekhya, Associate Professor, MBA, CMRCET
2. Risk-taking: Richard cantillon states that entrepreneur is an
agent who buys means of production at certain prices and sells
them at uncertain prices.
The entrepreneur performs the function of reducing uncertainty in
his plan of investment and expansion of the enterprise.
J.b. Say also stresses risk-taking as the specific function of an
entrepreneur.
3. Decision Maker: Entrepreneur as a decision maker describes
the following functions of an entrepreneur.
a) The determination of objectives of an enterprise and the
change of those objectives as conditions required or made
advantageous,
b) The development of an organisation including efficient
relations with subordinates and all employees,
Dr P Alekhya, Associate Professor, MBA, CMRCET
c) Securing adequate financial resources,the relations with
existing and potential
Investors,
d) The acquisition of efficient technological equipment and
the revision of it as new machinery appears,
e)The development of a market for the products and the
devising of new products to meet or anticipate consumer’s
demand,
f) The maintenance of good relations with public authorities
and with society at large.
Dr P Alekhya, Associate Professor, MBA, CMRCET
4. Organisation and Management: Marshall recognised organisation
and management of the enterprise as the important functions of an
entrepreneur.
When the organisation grows bigger, the entrepreneur effectively
delegates authority and finds responsibility at various levels of
management. The network of decision making becomes more
complex.
The functions of organisation and management includes:
a) Planning of an enterprise,
b) Co-ordination, administration and control,
c) Routine type of supervision.
Dr P Alekhya, Associate Professor, MBA, CMRCET
DISTINCTION BETWEEN AN
ENTREPRENEUR AND A MANAGER
ENTREPRENEURS
1. Status: An entrepreneur is the
owner of his enterprise. He
makes his own investment and
owns his business.
2. Target: The main target of an
entrepreneur is to start his
venture by setting up as a sole-
trader or firm or a company.
MANAGERS
1. Status: A manager is just an
employee in the enterprise which
is owned and run by
entrepreneur.
2. Target: The main goal or
motive of a manager is give his
services to an enterprise set up by
someone else i.e. an
entrepreneur.
Dr P Alekhya, Associate Professor, MBA, CMRCET
ENTREPRENEURS
3. Decision making: All of the
policies and strategic decisions, like
those comprising of expansion
diversification, take-over etc are
taken by the entrepreneur.
4.Rectification of wrong
decisions: The wrong decisions
taken by the entrepreneur may not
be rectificable and may result in
losses or even closure of the unit.
MANAGERS
3. Decision making: While all
those managerial, operational
decisions which would have
impact on the short-and medium-
term results are taken by the
managers.
4. Rectification of wrong
decisions: Whereas the wrong
decisions taken by the managers
can be amended and rectified by
the entrepreneur.
Dr P Alekhya, Associate Professor, MBA, CMRCET
ENTREPRENEURS
5. Innovations: An entrepreneur
innovates and exploits his
innovation commercially.
6. Risk bearing: An
entrepreneur being the owner of
his unit undertakes all risks and
uncertainty of running his
enterprise.
7. Skills: The skill expected from
an entrepreneur is in the form of
creativity, innovation, desire for
high achievement, intuition etc.
MANAGERS
5. Innovations: A manager is
merely an officer or an executive
who is appointed for the promotion
of the unit.
6. Risk bearing: A manager
doesn’t bear any risk because he is
paid fixed salary.
7. Skills: Whereas manger depends
on public dealing abilities and
conceptual abilities.
Dr P Alekhya, Associate Professor, MBA, CMRCET
ENTREPRENEURS8. Qualification: An entrepreneur
doesn’t need to have distinct degree
from a reputed university.
9. Rewards: The reward of an
entrepreneur is the profit earned by
him.
MANAGERS
8. Qualification: On the other
hand, a manager now a days need
to possess degree in the stream of
management theory and practice.
9. Rewards: A manager gets his
monthly salary as his reward for the
services rendered by him.
Dr P Alekhya, Associate Professor, MBA, CMRCET
TIPS TO BECOME A SUCCESSFUL
ENTREPRENEUR
1. Acquire sufficient and all-round knowledge about an enterprise you intend
to start.
2. Be conservative in calculating income and lavish in calculating expenditure.
3. Don’t expect quick and easy returns from your venture.
4. Be prepared for delegation of work when needed.
5. Take moderate risks; neither too high nor too low.
6. Plan systematically and march ahead step by step according to the plan to
achieve your goal.
7. Time management is necessary to maximum utilisation of your resources.
8. Collect maximum information about your competitor on continuous basis.
9. Don’t avoid or run away from problems.
10. Take the help of experts and experienced persons or rntrepreneur,when in
doubt.
Dr P Alekhya, Associate Professor, MBA, CMRCET
Conclusion
An entrepreneur performs various type of
functions. Growth of his enterprise depends
upon the way, he performs various functions
like innovation, risk-taking, decision-making,
organisation and management.
Dr P Alekhya, Associate Professor, MBA, CMRCET
Chapter-2
The Entrepreneurial Mind-Set in Individuals
Dr P Alekhya, Associate Professor, MBA, CMRCET
Dr P Alekhya, Associate Professor, MBA, CMRCET
Chapter Objectives
1. To describe the entrepreneurial mind-set.
2. To present the major sources of information useful in profiling the entrepreneurial mind-set
3. To identify and discuss the most commonly cited characteristics found in successful entrepreneurs
4. To discuss the “dark side” of entrepreneurship
5. To identify and describe the different types of risk entrepreneurs face as well as the major causes of stress for these individuals and the ways they can handle stress
6. To examine entrepreneurial motivation
Dr P Alekhya, Associate Professor, MBA, CMRCET
The Entrepreneurial Mindset
• Entrepreneurial Mindset
– Describes the most common characteristics associated with successful entrepreneurs as well as the elements associated with the “dark side” of entrepreneurship.
• Who Are Entrepreneurs?
– Independent individuals, intensely committed and determined to persevere, who work very hard.
– They are confident optimists who strive for integrity.
– They burn with the competitive desire to excel
Dr P Alekhya, Associate Professor, MBA, CMRCET
Sources of Research on Entrepreneurs
The Entrepreneurial
Mindset
Speeches, Seminars and Presentations
Direct Observation
Research and Popular
Publications
Dr P Alekhya, Associate Professor, MBA, CMRCET
Sources of Research on Entrepreneurs (cont’d)
• Publications
– Technical and professional journals
– Textbooks on entrepreneurship
– Books about entrepreneurship
– Biographies or autobiographies of entrepreneurs
– Compendiums about entrepreneurs
– News periodicals
– Venture periodicals
– Newsletters
– Proceedings of conferences
– The Internet
• Direct Observation of Practicing Entrepreneurs– Interviews
– Surveys
– Case studies
• Speeches, Seminars, and Presentations by Practicing Entrepreneurs
Dr P Alekhya, Associate Professor, MBA, CMRCET
Common Characteristics of Entrepreneurs
• Commitment, determination, and perseverance
• Drive to achieve
• Opportunity orientation
• Initiative and responsibility
• Persistent problem solving
• Seeking feedback
• Internal locus of control
• Tolerance for ambiguity
• Calculated risk taking
• Tolerance for failure
• High energy level
• Creativity and Innovativeness
• Vision
• Self-confidence and optimism
• Independence
• Team building
Framework of the Entrepreneurial Personality
Entrepreneurial Personality
Internal Locus of Control
High Need for Achievement
Moderate Risk Taking Propensity
Dr P Alekhya, Associate Professor, MBA, CMRCET
Dr P Alekhya, Associate Professor, MBA, CMRCET
The Entrepreneurial Journey
• Entrepreneurs
– Create ventures much as an artist creates a painting.
– Are formed by the lived experience of venture creation.
• Experiential Nature of Creating a Sustainable Enterprise
– Emergence of the opportunity
– Emergence of the venture
– End emergence of the entrepreneur
Dr P Alekhya, Associate Professor, MBA, CMRCET
Outline of the Entrepreneurial Organization
Imagination
FlexibilityAcceptance
of Risks
Dr P Alekhya, Associate Professor, MBA, CMRCET
The Dark Side of Entrepreneurship
• The Entrepreneur’s Confrontation with Risk
– Financial risk versus profit (return) motive varies in entrepreneurs’ desire for wealth.
– Career risk—loss of employment security
– Family and social risk—competing commitments of work and family
– Psychic risk—psychological impact of failure on the well-being of entrepreneurs
Dr P Alekhya, Associate Professor, MBA, CMRCET
Stress and the Entrepreneur
• Entrepreneurial Stress
– The extent to which entrepreneurs’ work demands and expectations exceed their abilities to perform as venture initiators, they are likely to experience stress.
• Causes of Entrepreneurial Stress
– Loneliness
– Immersion in business
– People problems
– Need to achieve
Dr P Alekhya, Associate Professor, MBA, CMRCET
Entrepreneurs: Type A Personalities
• Chronic and severe sense of time urgency.
• Constant involvement in multiple projects subject to deadlines.
• Neglect of all aspects of life except work.
• A tendency to take on excessive responsibility, combined with the feeling that “Only I am capable of taking care of this matter.”
• Explosiveness of speech and a tendency to speak faster than most people.
Dr P Alekhya, Associate Professor, MBA, CMRCET
Dealing with Stress
• Networking
• Getting away from it all
• Communicating with employees
• Finding satisfaction outside the company
• Delegating
• Exercising Rigorously
The Entrepreneurial Ego
• Self-Destructive Characteristics
– Overbearing need for control
– Sense of distrust
– Overriding desire for success
– Unrealistic optimism
• Entrepreneurial Motivation
– The quest for new-venture creation as well as the willingness to sustain that venture.
• Personal characteristics, personal environment, business environment, personal goal set (expectations), and the existence of a viable business idea.
Dr P Alekhya, Associate Professor, MBA, CMRCET
Definitions of Motivation
• According to Fred Luthans, Motivation is a process that startswith a physiological or psycological deficiency or need thatactivates behaviour or a drive that is aimed at a goal orincentive.
• Stephen P. Robbins(2010) defines motivation as “the
willingness to exert high levels of effort toward organiationalgoals, conditioned by the effort and ability to satisfy someindividual need.”
Dr P Alekhya, Associate Professor, MBA, CMRCET
Nature of Motivation
Motivation is internal to man
A single motive can cause different behaviours
Different motives may result in single
behaviours
Motives come and goDr P Alekhya, Associate Professor, MBA, CMRCET
The 6 C’s That motivate the Entrepreneurs
Change
Challenge
Creativity
Control
Curiosity
Cash
Dr P Alekhya, Associate Professor, MBA, CMRCET
• Theories of Motivation.
( A ) Maslow Need Hierarchy Theory:
Based on human needs.
Strong needs of an individual dominates the other needs.
The second need does not arise till the first need is satisfied i.e. needs have a definite sequence of domination
Dr P Alekhya, Associate Professor, MBA, CMRCET
PhysiologicalNeeds
--------------Water,
Air,ShelterClothing
1
Safety Needs
-------------Job
Security,PersonalSecurity,Future
Security
2
Social Needs
------------
Love AffectionWarmth
Friendship
3
Esteemor egoNeeds
-------------
Self Respect
Self ConfidenceRecognition
Prestige
4
SelfActivation
Needs--------------
Self Development
Personal Achievement
5
Dr P Alekhya, Associate Professor, MBA, CMRCET
( B ) McClelland’s Three Need Model:Includes: -
• Need for achievement:
Drive to excel, advance and grow.
Desire to achieve something with own efforts.
• Need for Power:
Drive to influence others and situations.
Desire to influence and dominate others through use of
authority.Dr P Alekhya, Associate Professor, MBA, CMRCET
Need for Affiliation:
Drive for friendly and close interpersonal
relationships.
Desire to establish and maintain friendly
relationship with others.
People possess the above needs in varying degrees
and these needs may be simultaneously acting on an
individual. In case of entrepreneurs the need for
achievement is more dominating.Dr P Alekhya, Associate Professor, MBA, CMRCET
Corporate Entrepreneurial Mindset
Corporate Entrepreneurship:
Traits of corporate Entrepreneur
1. Credible Communicator
2. Skilled Negotiator
3. Accountable Business Owner
4. Entrepreneurial Leader
5. Savvy Relationship Manager
Dr P Alekhya, Associate Professor, MBA, CMRCET
The Entrepreneurial Mindset in Organizations
• Factors in the emergence of the entrepreneurial economy:
– The rapid evolution of knowledge and technology promoted high-tech entrepreneurial start-ups.
– Demographic trends adding fuel to the proliferation of newly developing ventures.
– The venture capital market became an effective funding mechanism.
– American industry began to learn how to manage entrepreneurship.Dr P Alekhya, Associate
Professor, MBA, CMRCET
Reengineering Corporate Thinking
• Steps that will help innovative people to develop an entrepreneurial mindset:
1. Set explicit goals.
2. Create a system of feedback and positive reinforcement.
3. Emphasize individual responsibility.
4. Give rewards based on results.
5. Do not punish failures.Dr P Alekhya, Associate Professor, MBA, CMRCET
Encouraging an Intrapreneurial Environment
• Steps to help restructure corporate thinking and encourage an intrapreneurial environment:
1. Early identification of potential intrapreneurs
2. Top management sponsorship of intrapreneurial projects
3. Creation of both diversity and order in strategic activities
4. Promotion of intrapreneurship through experimentation
5. Development of collaboration between intrapreneurial participants and the organization
Dr P Alekhya, Associate Professor, MBA, CMRCET
The Corporate Entrepreneurship Process
Corporate Entrepreneurship
Corporate Venturing
InnovationStrategic Renewal
Dr P Alekhya, Associate Professor, MBA, CMRCET
The Nature of Corporate Entrepreneurship
• Defining The Concept
– Corporate Entrepreneurship
• Activities that receive organizational sanction and resource commitments for the purpose of innovative results.
– A process whereby an individual or a group of individuals, in association with an existing organization, creates a new organization or instigates renewal or innovation within the organization.
– A process that can facilitate firms’ efforts to innovate constantly and cope effectively with the competitive realities that companies encounter when competing in international markets.
Dr P Alekhya, Associate Professor, MBA, CMRCET
The Need for Corporate Entrepreneuring
• Rapid growth in the number of new and sophisticated competitors
• Sense of distrust in the traditional methods of corporate management
• An exodus of some of the best and brightest people from corporations to become small business entrepreneurs
• International competition
• Downsizing of major corporations
• An overall desire to improve efficiency and productivity
Dr P Alekhya, Associate Professor, MBA, CMRCET
Table3.2 Sources of and Solutions to Obstacles in Corporate
Venturing
Traditional Management Practices
Adverse Effects
Recommended Actions
Enforce standard procedures to avoid mistakes
Innovative solutions blocked, funds misspent
Make ground rules specific to each situation
Manage resources for efficiency and ROI
Competitive lead lost, low market penetration
Focus effort on critical issues (e.g., market share)
Control against plan Facts ignored that should replace assumptions
Change plan to reflect new learning
Plan for the long term Nonviable goals locked in, high failure costs
Envision a goal, then set interim milestones, reassess after each
Manage functionally Entrepreneur failure and/or venture failure
Support entrepreneur with managerial and multidiscipline skills
Avoid moves that risk the base business
Missed opportunities Take small steps, build out from strengths
Protect the base business at all costs
Venturing dumped when base business is threatened
Make venturing mainstream, take affordable risks
Judge new steps from prior experience
Wrong decisions about competition and markets
Use learning strategies, test assumptions
Compensate uniformly Low motivation and inefficient operations
Balance risk and reward, employ special compensation
Promote compatible individuals Loss of innovators Accommodate “boat rockers”
and “doers”
Dr P Alekhya, Associate Professor, MBA, CMRCET
Successful Innovative Companies
• Factors in large corporations that are successful innovators:
– Atmosphere and vision
– Orientation to the market
– Small, flat organizations
– Multiple approaches
– Interactive learning
– SkunkworksDr P Alekhya, Associate Professor, MBA, CMRCET
Conceptualizing Corporate Entrepreneurship Strategy
• Corporate Entrepreneurship Strategy
– A vision-directed, organization-wide reliance on entrepreneurial behavior that purposefully and continuously rejuvenates the organization and shapes the scope of its operations through the recognition and exploitation of entrepreneurial opportunity.
– It requires the creation of congruence between the entrepreneurial vision of the organization’s leaders and the entrepreneurial actions of those throughout the organization.
Dr P Alekhya, Associate Professor, MBA, CMRCET
Model of the Corporate Entrepreneurship Strategy Process
• Corporate entrepreneurship strategy is manifested through the presence of three elements:
– An entrepreneurial strategic vision
– A proentrepreneurship organizational architecture
– Entrepreneurial processes and behavior as exhibited across the organizational hierarchy.
Dr P Alekhya, Associate Professor, MBA, CMRCET
Model of the Corporate Entrepreneurship Strategy Process
(cont’d)• Linkages in the model:
1. Individual entrepreneurial cognitions of the organization’s members
2. External environmental conditions that invite entrepreneurial activity
3. Top management’s entrepreneurial strategic vision for the firm
4. Organizational architectures that encourage entrepreneurial processes and behavior
5. The entrepreneurial processes that are reflected in entrepreneurial behavior
6. Organizational outcomes resulting from entrepreneurial actions.
Dr P Alekhya, Associate Professor, MBA, CMRCET
An Integrative Model of Corporate Entrepreneurship Strategy
Source: Duane Ireland, Jeffery G. Covin, and Donald F. Kuratko, “Conceptualizing Corporate
Entrepreneurship Strategy,” Entrepreneurship Theory and Practice 33, no. 1
Dr P Alekhya, Associate Professor, MBA, CMRCET
Conceptualizing a Corporate Entrepreneurial Strategy (cont’d)
• Critical steps of a corporate entrepreneurial strategy:
– Developing the vision
– Encouraging innovation
– Structuring for an intrapreneurial climate
– Developing individual managers for corporate entrepreneurship
– Developing venture teams. Dr P Alekhya, Associate Professor, MBA, CMRCET
2.Types of Innovation
• Radical Innovation
– The launching of inaugural breakthroughs.
– These innovations take experimentation and determined vision, which are not necessarily managed but must be recognized and nurtured.
• Incremental Innovation
– The systematic evolution of a product or service into newer or larger markets.
– Many times the incremental innovation will take over after a radical innovation introduces a breakthrough.
Dr P Alekhya, Associate Professor, MBA, CMRCET
3.Structuring for a Corporate Entrepreneurial Environment
• Reestablishing the drive to innovate:– Invest heavily in entrepreneurial activities that allow new ideas to
flourish in an innovative environment.
– Provide nurturing and information-sharing activities.
– Employee perception of an innovative environment is critical.
• Corporate Venturing– Institutionalizing the process of embracing the goal of growth through
development of innovative products, processes, and technologies with an emphasis on long-term prosperity.
Dr P Alekhya, Associate Professor, MBA, CMRCET
Intrapreneurial Development: Joint Function of Individual and Organizational Factors
Dr P Alekhya, Associate Professor, MBA, CMRCET
4. Developing Individual Managers for Corporate Entrepreneurship
Elements of developing Individual Managers :
– Management support
– Autonomy/work discretion
– Rewards/reinforcement
– Time availability
– Internal organizational boundaries
Dr P Alekhya, Associate Professor, MBA, CMRCET
Sustaining Corporate Entrepreneurship
• Sustained Corporate Entrepreneurship Model
– Based on theoretical foundations from previous strategy and entrepreneurship research.
– Considers the comparisons made at the individual and organizational level on organizational outcomes, both perceived and real, that influence the continuation of the entrepreneurial activity.
– Transformational trigger
• Something external or internal to the company that initiates the need for strategic adaptation or change.Dr P Alekhya, Associate
Professor, MBA, CMRCET
Developing Innovative (I) Teams
• Innovative (I) Team
– A semi-autonomous self-directing, self-managing, high-performing group of two or more people who formally create and share the ownership of a new organization.
– The leader is called a “product champion” or an “corporate entrepreneur.”
• Collective Entrepreneurship
– Individual skills are integrated into a group; this collective capacity to innovate becomes something greater than the sum of its parts.
Dr P Alekhya, Associate Professor, MBA, CMRCET
Corporate Entrepreneurship at IBM
• Emerging Business Opportunity (EBO) Program’s Key Rules:
– Think big . . . really big.
– Bring in the A-team.
– Start small.
– Establish unique measurement techniques.
Dr P Alekhya, Associate Professor, MBA, CMRCET
Learning Objectives
1)Identify, evaluate and select business opportunity.
2) Describe the process of creativity.
3) Explain the types of innovations.
Dr P Alekhya, Associate Professor, MBA, CMRCET
ENTREPRENEURSHIP AND INNOVATION
Christ University, BangaloreDr P Alekhya, Associate Professor, MBA, CMRCET
Agenda
• The creative process• Idea germination, Preparation, Incubation,Illumination and Verification• Are Entrepreneurs Born or Made? Myths of Entrepreneurship• Search for Business ideas Selection of Product/ServiceProduct innovation• Product planning and development strategy• New product development• Services Industries-Human side of an enterprise
2Dr P Alekhya, Associate Professor, MBA, CMRCET
Sources for Ideas
• Following are some of the sources for ideas:• Good understanding of economics and the economy• Changing needs of the people in a locality/ society• Emerging trends in the society (Example- Migration of
people from rural areas to urban centers, preference for fast food among youth)
• Extensive travelling and a wide range of reading
Dr P Alekhya, Associate Professor, MBA, CMRCET
• Every problem is an opportunity for a creative person• Creativity is a major tool for the survival of an entrepreneur• It not only gives one the edge for recognizing needs, generating business and marketing
ideas, but it also helps in solving problems• The person who faces a problem and finds a novel solution or is able to quickly convert the
problem into an opportunity that has ready solutions, will be a survivor in a field where others, less flexible and less creative, will be left behind
• This is particularly true as small businesses are considered to be more flexible and pro-active than large, bureaucratic organizations and thus, can react better and faster to changing circumstances
Creativity
Dr P Alekhya, Associate Professor, MBA, CMRCET
1. Every problem holds an opportunity2. Problems are not excuses for giving up3. Every problem has more than one
solution4. Think sideways5. Creativity is fun- you get more ideas in
an uncritical atmosphere
Rules for Creativity
Dr P Alekhya, Associate Professor, MBA, CMRCET
• Refer Page 33 of David H. Holt Text”Entrepreneurship- New Venture Creation” for the Diagram and more notes on “The Creative Process”
1. Idea Germination: The seeding stage of a new idea- Recognition• The germination process is a seeding process. It is not like planting seed as a farmer does to
grow corn, but more like the natural seeding that occurs when pollinated flower seeds, scattered by the wind, find fertile ground to take root.
• Exactly how an idea is germinated is a mystery; it is not something that can be examined under a microscope. However, most creative ideas can be traced to an individual’s interest in or curiosity about a specific problem or area of study
The Creative Process
Dr P Alekhya, Associate Professor, MBA, CMRCET
2. Preparation: Conscious search for knowledge- Rationalization• Once a seed of curiosity has taken form as a focused idea, creative people embark on a
conscious search for answers. If it is a problem they are trying to solve, then they begin an intellectual journey, seeking information about the problem and how others have tried to resolve it
• If it is an idea for a new product or service, the business equivalent is market research• Inventors will set up laboratory experiments, designers will begin engineering new product
ideas, and marketers will study consumer buying habits• Any individual with an idea will consequently think about it, concentrating his or her
energies on rational extensions of the idea and how it might become a reality
,
3
The Creative Process
Dr P Alekhya, Associate Professor, MBA, CMRCET
4
3. Incubation: Subconscious assimilation of information- Fantasizing• Individuals sometimes concentrate intensely
on an idea, but, more often, they simply allow ideas time to grow without intentional effort
• The idea, once seeded and given substance through preparation, is put on a back burner, the subconscious mind is allowed time to assimilate information
The Creative Process
Dr P Alekhya, Associate Professor, MBA, CMRCET
5Christ University, Bangalore
• Incubation is a stage of “mulling it over” while the subconscious intellect assumes control of the creative process
• The subconscious mind is allowed to wander and to pursue fantasies, and it is therefore open to unusual information and knowledge that we cannot assimilate in a conscious state
• This subconscious process has been called the art of synectics, a word coined by W.J.J. Gordon in 1961
The Creative Process
Dr P Alekhya, Associate Professor, MBA, CMRCET
Christ University, Bangalore 6
• Synectics, means a joining together of different and often unrelated ideas
• Therefore, when a person has consciously worked to resolve a problem without success, allowing it to incubate in the subconscious will often lead to a resolution
The Creative Process
Dr P Alekhya, Associate Professor, MBA, CMRCET
The Creative Process
4. Illumination: Recognition of idea as being feasible-Realization• Illumination occurs when the idea resurfaces as a
realistic creation• Reaching the illumination stage separates
daydreamers and tinkerers from creative people who find a way to transmute(transform) value
Dr P Alekhya, Associate Professor, MBA, CMRCET
5. Verification: Application or test to prove idea has value- Validation• An idea once illuminated in the mind of an
individual still has little meaning until verified as realistic and useful
• Verification is the development stage of refining knowledge into application
• This is often tedious and requires perseverance by an individual committed to finding a way to “harvest” the practical results of his or her
creation• During this stage, many ideas fall by the
wayside as they prove to be impossible or to have little value
The Creative Process
Dr P Alekhya, Associate Professor, MBA, CMRCET
The chain of entrepreneurshipCreativity & innovation are the first stages of successful entrepreneurial initiatives
Creativity
Innovation
EntrepreneurshipThinking New
ThingsDoing New
ThingsCreating value in the marketplace
Dr P Alekhya, Associate Professor, MBA, CMRCET
• Every time something happens, positive or negative, I ask myself, WHERE is the OPPORTUNITY here?
• How do you spot an opportunity?Keep your eyes open all of the time
Business is all about selling
a product or service
Dr P Alekhya, Associate Professor, MBA, CMRCET
Business Idea and Opportunity
• A business idea starts with an opportunity.
• A business opportunity exists when there is
demand for goods and services to meet the
needs and wants of community.
• Changes in the environment create
opportunities; cultural, social, legal,
economy, political,& technology (C-SLEPT).
Dr P Alekhya, Associate Professor, MBA, CMRCET
Illustrations – Environment changes
• Good economic condition
– ↑ demand luxury cars, homes
• Increase number of working couples
– ↑ demand maids, babysitter
• Introduction of ICT
– ↑ demand computers, repairs,
knowledge, spare parts
Dr P Alekhya, Associate Professor, MBA, CMRCET
Sources of Innovative Ideas• Peter Drucker, one of the greatest management
thinkers from the last century, defined in his book“Innovation and Entrpreneurship” (1986) 7Classes of“Opportunities”. He named these the “sources ofInnovation”.
The Unexpected
Incongruities
Process Needs
Industry and Market Structure
Demographics
Changes in perception
New Knowledge Dr P Alekhya, Associate Professor, MBA, CMRCET
Entrepreneurial Imagination and Creativity
The role of creative Thinking
Components of creativity:
1. Fluency
2. Flexibility
3. Originality
4. Elaboration
5. Sensitivity to problems
6. Ability to redefine problems
Dr P Alekhya, Associate Professor, MBA, CMRCET
Indicators of Creativity• Coming up with numerous ideas and solutions when faced
• Looking for new ways of doing things
• Demonstrating original thinking. Thinking in a creative and unconventional way.
• Being quick to adopt innovations and approve innovations.
• Appreciating others ideas
• Translating creative ideas into workable solutions
• Showing enough flexibility and willingness to revise one’s
earlier views.• Two important aspects of creativity exist: Process and people. The
process is goal oriented. It is designed to attain a solution to a problem. The people are the resources that determine the solution. The process remain the same, but the approach that the people use will vary.
Dr P Alekhya, Associate Professor, MBA, CMRCET
“the ability to produce work that is novel (i.e. original and unexpected), high in
quality and appropriate (i.e useful, meet expectations)
What is CREATIVITY??
Dr P Alekhya, Associate Professor, MBA, CMRCET
Knowledge Accumulation
Process of Creativity
Incubation
Ideas
Evaluation & Implementation
• Compile all info/data.
• Via reading, investigation
• Try get rid of problems.
• Generate creative ideas.
• Slowly formulating solution.
• Transform idea into reality, then into business activities.
Dr P Alekhya, Associate Professor, MBA, CMRCET
Brainstorming
Methods to Generate Creative Ideas
Forced Analogy
Do ItMind
Mapping
Dr P Alekhya, Associate Professor, MBA, CMRCET
“the process by which entrepreneurs convert
opportunities into marketable ideas.”
What is INNOVATION??
Dr P Alekhya, Associate Professor, MBA, CMRCET
•A new product or service
•Enhancement of an existing product
•A new market for an existing product
•A new application for an existing product
•A source of grants or awards
•Better arrangements with suppliers
•Better promotion & advertising
•Greater efficiency of ordering
•New contact sources
BusinessIdea
Dr P Alekhya, Associate Professor, MBA, CMRCET
Forms on Innovation
• Product Innovation: the changes in the things (product or
services) that an organization offers. E.g. new design of car, new
generation of aircraft A380.
• Process Innovation: the changes in the ways in which
product/services are created and delivered. E.g. JIT
Manufacturing.
• Position Innovation: the changes in context in which
products/services are introduced. E.g. Johnson & Johnson product
not only for babies, but also for adult.
• Paradigm Innovation: the changes in underlying mental
models which frame what the organization does. E.g. shift to low-
cost- airlines, online insurance.
Dr P Alekhya, Associate Professor, MBA, CMRCET
Innovation
Process by which entrepreneurs convert
opportunities into marketable ideas. It is the
means by which they become catalysts for
change.
Defi
nit
ion
Creativity
The generation of ideas that result in the
improved efficiency or effectiveness of a system.
Are they the same???
Ideas that improveEfficiency/effectiveness
of a system
Turning ideas intoMarketable
Goods / Services
3.1 Business Opportunity
3.2 Business idea
3.3 What is Innovation?
3.4 Strategies to Encourage Creativity & Innovation
Dr P Alekhya, Associate Professor, MBA, CMRCET
Types on Innovation• Invention: the creation of a new product, service, or process, often
one that is novel or untried.
Eg:Write brothers(Airplane)Edison(Bulb),grahem Bell(Telephone)
• Extension: the expansion of a product, service, or process already
in existence. Ray Kroc-Mc Donalds, Mark Zukerberg-Facebook
• Duplication: the replication of an already existing product, service,
or process. Wal-Mart-Department stores, Pizza hut-Pizza Parlor
• Synthesis: the combination of existing concepts and factors into a
new formulation. Fred Smith-Fedex, Howard Schultz,starbucks
Dr P Alekhya, Associate Professor, MBA, CMRCET
SATRIA
WAJA
GEN 2
PERDANA
WIRA
Example :
Creativity & Innovation in
PROTON
Source:Kretiviti & InnovasiKAKS 2007 –
Datin Prof.. Madya Norlela Nuruddin(MEDEC)Uitm,S.Alam
I have always been bored with just making money I have wanted to do things; I wanted to build things
Walt Disney
INNOVATION Experiences
Discuss in a group & present to the class
SAGA
ISWARA
Dr P Alekhya, Associate Professor, MBA, CMRCET
TARGET INDUSTRIESWHERE
KNOWLEDGE IS APPLIED Aviation &
AerospaceAutomotive Medical &
Health Services
Oil & GasBiotech/
Bioprocess
Marine Engineering
Electrical & Electronics
ICTBuilding
Technology
Transport &Logistics
120 110 7530 40No of Techno
170295 5075 35No of Techno
Dr P Alekhya, Associate Professor, MBA, CMRCET
Methods to Initiate Ventures
The pathways to new ventures for entrepreneurs1) Creating a new Venture
2) Acquiring an existing Venture
3) Obtaining a Franchise
Creating New Ventures:1. New-New Approach
2. New-Old Approach
3. Examination of the Financial Picture
Dr P Alekhya, Associate Professor, MBA, CMRCET
Acquiring on Established Entrepreneurial Venture
1. Personal Preferences
2. Examination of Opportunities
Business brokers
Newspaper ads
Trade Sources
Professional Sources
Dr P Alekhya, Associate Professor, MBA, CMRCET
Advantages of Acquiring an ongoing Venture
1. Less fear about successful future operation
2. Reduced time and effort
3. A good price
4. Evaluation of the selected venture
The business environment
Profits, sales and operating ratios
The business assets
Dr P Alekhya, Associate Professor, MBA, CMRCET
Franchising –The Hybrid
Advantages of Franchising
1.Training and guidance
2.Brand name appeal
3.A Proven track record
4.Financial Assistance
Disadvantages of Franchising
1.Franchise Fees
2.Franchisor Control
3.Unfulfilled promisesDr P Alekhya, Associate Professor, MBA, CMRCET
3.1 Business Opportunity
3.2 Business Idea
3.3 What is Innovation?
3.4 Strategies to Encourage Creativity
and Innovation
Conclusion
Dr P Alekhya, Associate Professor, MBA, CMRCET
Chapter-4
Legal Challenges for Entrepreneurial Ventures
Dr P Alekhya, Associate Professor, MBA, CMRCET
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Dr P Alekhya, Associate Professor, MBA, CMRCET
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Chapter Objectives
1. To introduce the importance of legal issues to entrepreneurs
2. To examine patent protection, including definitions and preparation
3. To review copyrights and their relevance to entrepreneurs
4. To study trademarks and their impact on new ventures
5. To examine the legal forms of organization—sole proprietorship, partnership, and corporation
6. To illustrate the advantages and disadvantages of each of these three legal forms
Dr P Alekhya, Associate Professor, MBA, CMRCET
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Chapter Objectives (cont’d)
7. To explain the nature of the limited partnership and limited liability partnerships (LLPs)
8. To examine how an S corporation works
9. To define the additional classifications of corporations, including limited liability companies (LLCs)
10. To present the major segments of the bankruptcy law that apply to entrepreneurs
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Legal Challenges for the Entrepreneurial Venture
Growth and Continuity of the
Venture
Legal Concepts
Inception of the Venture
The Ongoing Venture
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7–150
Major Legal Concepts and Entrepreneurial Ventures
• I. Inception of an Entrepreneurial Venture– A. Laws governing intellectual property
• 1. Patents
• 2. Copyrights
• 3. Trademarks
– B. Forms of business organization
• 1. Sole proprietorship
• 2. Partnership
• 3. Corporation
• 4. Franchise
– C. Tax considerations
– D. Capital formation
– E. Liability questions
Dr P Alekhya, Associate Professor, MBA, CMRCET
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Major Legal Concepts and Entrepreneurial Ventures
• II. Ongoing Venture: Business Development and Transactions– A. Personnel Law
• 1. Hiring and firing policies
• 2. Equal Employment Opportunity Commission
• 3. Collective bargaining
– B. Contract Law
• 1. Legal contracts
• 2. Sales contracts
• 3. Leases
Dr P Alekhya, Associate Professor, MBA, CMRCET
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Major Legal Concepts and Entrepreneurial Ventures
• III. Growth and Continuity of an Entrepreneurial Venture– A. Tax considerations
• 1. Federal, state, and local
• 2. Payroll
• 3. Incentives
– B. Governmental regulations
• 1. Zoning (property)
• 2. Administrative agencies (regulatory)
• 3. Consumer law
– C. Continuity of ownership rights
• 1. Property laws and ownership
• 2. Wills, trusts, and ownership
• 3. Bankruptcy
Dr P Alekhya, Associate Professor, MBA, CMRCET
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Intellectual Property Protection: Patents
• Patent– Provides the owner with exclusive rights to hold, transfer, and license
the production and sale of the product or process as an intellectualproperty right.
– The patent system in india is governed by the patents act, 1970 andthe patent rules 1972,effective from april 20,1972.subsequently thepatents act 1970 is ammended effective from Jan 1 1995 and the rules,1972 is amended effective from june 2 1999.
– Design patents last for 14 years; all others last for 20 years.
– The objective of patent is to provide temporary monopoly on his orher innovation and thus to encourage the creation and disclosure ofnew ideas and innovations in the marketplace.
• What Items Qualify for Patent Protection?
– Processes, machines, products, plants, compositions of elements(chemical compounds), and improvements on already existing items.
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Securing a Patent
• Rule 1:Pursue patents that are broad, arecommercially significant, and offer astrong position.
• Rule 2:Prepare a patent plan in detail.
• Rule 3:Have your actions relate to your original
patent plan.
• Rule 4:Establish an infringement budget.
• Rule 5:Evaluate the patent plan strategically.(3 Yrs)
Dr P Alekhya, Associate Professor, MBA, CMRCET
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Intellectual Property Protection: Patents
• Patent Application
1. Specification: the text of a patent and may include any accompanying illustrations.
a. An introduction explaining why the invention will be useful.
b. A description of prior art considered similar to the invention.
c. A summary of the essence of the technology/invention, its differences from prior art and requisite features.
d. A description of the invention, including anything remotely relevant, reference to variations, and number bounds.
Dr P Alekhya, Associate Professor, MBA, CMRCET
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Figure7.1 The Patent Process: From Application to Allowance and Issue
Source: United States Patent Office, 2005.
Continued on following slide
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Figure7.1 The Patent Process: From Application to Allowance and Issue (cont’d)
Source: United States Patent Office, 2005.
Continued on following slide
Dr P Alekhya, Associate Professor, MBA, CMRCET
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Figure7.1 The Patent Process: From Application to Allowance and Issue (cont’d)
Source: United States Patent Office, 2005.
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Intellectual Property Protection: Copyrights
• Copyright(1956)– Provides exclusive rights to creative individuals for the protection of
their literary or artistic productions.
– This expression can take many forms, including books, periodicals, dramatic or musical compositions, art, motion pictures, lectures, sound recordings and computer program
– Duration: life of the author plus 70 years.
• The copyright owner has the rights to:
– Reproduce the work
– Prepare derivative works based on it
– Distribute copies of the work by sale or otherwise
– Perform the work publicly
– Display the work publicly
– Sell or transfer individual rights
Dr P Alekhya, Associate Professor, MBA, CMRCET
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Intellectual Property Protection: Copyrights
• Copyright Protection
– The material must be in a tangible form so it can be communicated or reproduced.
– It also must be the author’s own work and thus the product of his or her skill or judgment.
– Formal registration of a copyright is with the Copyright Office of the Library of Congress.
Dr P Alekhya, Associate Professor, MBA, CMRCET
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Copyrights (cont’d)
• Fair Use Doctrine
– Reproduction of a copyright work for purposes such as criticism, comment, news reporting, teaching (including multiple copies for classroom use), scholarship, or research is not an infringement of copyright.
• Protected Ideas?
– The Copyright Act specifically excludes copyright protection for any “idea, procedure, process, system, method of operation, concept, principle, or discovery, regardless of the form in which it is described, explained, illustrated, or embodied.”
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Intellectual Property Protection: Trademarks
• Trademark
– A distinctive name, mark, symbol, or motto identified with a company’s product(s) and registered at the Patent and Trademark Office
• Advantages of Trademark Registration
– Nationwide constructive notice of the owner’s right to use the mark
– Bureau of Customs protection against importers using the mark
– Incontestability of the mark after five years
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Intellectual Property Protection: Trademarks
• Trademark Duration
– Current registrations are good for 10 years with the possibility for continuous renewal every 10 years.
– A trademark may be invalidated in four specific ways:
• Cancellation proceedings
• Cleaning-out procedure(with in six years)
• Abandonment(non Usage of two consecutive years)
• Generic meaning
Dr P Alekhya, Associate Professor, MBA, CMRCET
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Trademarks (cont’d)
• Avoiding the Trademark Pitfalls
– Rule 1: Never select a corporate name or a mark without first doing a trademark search.
– Rule 2: If your attorney says you have a potential problem with a mark, trust his or her judgment.
– Rule 3: Seek a coined or a fanciful name or mark before you settle for a descriptive or a highly suggestive one.
– Rule 4: Whenever marketing or other considerations dictate the use of a name or a mark that is highly suggestive of the product, select a distinctive logotype for the descriptive or suggestive words.
– Rule 5: Avoid abbreviations and acronyms wherever possible, and when no alternative is acceptable, select a distinctive logotype in which the abbreviation or acronym appears.
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Trade Secrets
• Trade Secret
– Business processes and information that cannot be patented, copyrighted, or trademarked but makes an individual company unique and has value to a competitor could be a trade secret.
• Information Is Considered a Trade Secret:
– If it is not known by the competition.
– If the business would lose its advantage if the competition were to obtain it.
– If the owner has taken reasonable steps to protect the secret from disclosure.
Dr P Alekhya, Associate Professor, MBA, CMRCET
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Trade Secrets
• Examples of Trade Secrets:
– Customer lists
– Strategic plans
– Research and development
– Pricing information
– Marketing techniques
– Production techniques
Dr P Alekhya, Associate Professor, MBA, CMRCET
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Trademark Protection on the Internet
• Cyberlaw
– The emerging body of law governing cyberspace.
• Domain Names (Internet Addresses)
– The principles of trademark law apply to domain names (Cybersquatters).
– Unauthorized use of another’s mark in a domain name may constitute trademark infringement.
Formulation of the Entrepreneurial Plan
The challenges of new venture start-ups
Start Ups in India The reasons that entrepreneurs start new ventures are
numerous. One study reported seven components of new-venture motivation:
The need for approval
The need for Independence
The need for personal development
Welfare considerations
Perception of wealth
Tax reduction and indirect benefits
Following role models.Dr P Alekhya, Associate Professor, MBA, CMRCET
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Pitfalls in selecting New Ventures
1. Lack of Objective Evaluation
2. No real insight into the market
3. Inadequate understanding of technical requirements
4. Poor financial understanding
5. Lack of venture uniqueness
6. Ignorance of legal issues
Dr P Alekhya, Associate Professor, MBA, CMRCET
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Critical Factors for new venture development
1) The relative uniqueness of venture
2) The relative investment size at stat-ups
3) The expected growth of sales or profits as the venture moves through its start –up phase
4) The availability of products during the prestart-up and start-up phases
5) The availability of customers during the prestart-up and start-up phases
Dr P Alekhya, Associate Professor, MBA, CMRCET
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The Evaluation Process
1. Profile Analysis
2. Feasibility criteria Approach
3. Comprehension Feasibility Approach
A. Technical Feasibility
B. Marketability
General economic trends
Market data
Pricing Data
Competitive dataDr P Alekhya, Associate Professor, MBA, CMRCET
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• Social entrepreneurship is the use of the techniques that start up companies and other entrepreneurs to develop, fund and implement solutions to social, cultural, or environmental issues.
Dr P Alekhya, Associate Professor, MBA, CMRCET
• Vinoba Bhave, the founder of India’s Land Gift Movement
• Robert Owen, the founder of cooperative movement
• Florence Nightingale, founder of first nursing school and developer of modern nursing practices might be included in this category.
Dr P Alekhya, Associate Professor, MBA, CMRCET
• Employment Development
• Innovation / New Goods and Services
• Equity Promotion
Dr P Alekhya, Associate Professor, MBA, CMRCET
A social entrepreneur is somebody who takes up a pressing social problem and meets it with an innovative or path breaking solution
Dr P Alekhya, Associate Professor, MBA, CMRCET
• Ambitious
• Mission driven
• Strategic
• Resourceful
• Results orientedDr P Alekhya, Associate Professor, MBA, CMRCET
• Funding
• Strategy and Long-Term Focus
• Remaining True to the Mission
• Lack of skilled man force
• Social and Cultural Effect
Dr P Alekhya, Associate Professor, MBA, CMRCET
is recognized as one of the pioneering social entrepreneurs of our time. Drayton founded “Ashoka: Innovators for the Public” in 1980, which takes a multi-faceted approach to finding and supporting social entrepreneurs globally
founded Grameen Bank 1983. In 2006, Yunus was awarded the Nobel Prize for creating the Grameen Bank to empower villagers with the funding to pull themselves out of poverty
He had a privileged upbringing in India, in contrast to many Indians who live off of less than US $1 a day. He founded Barefoot College in 1972, a solar-powered college for the poor. Dr P Alekhya, Associate Professor, MBA, CMRCET
• Social Entrepreneurship holds the key for future development in India. Inthe days to come, social entrepreneurs will play a crucial role in theadvancement of social changes. The best thing about socialentrepreneurship is that success is not mentioned by financial gains, butby the number of people these enterprises are able to reach and create apositive impact. In the coming days, social entrepreneurship and Socialbusinesses will be in the mainstream substantially, which will hopefullyimpact the society positively
Dr P Alekhya, Associate Professor, MBA, CMRCET