Entrepreneurship and Small Business Management Chapter 1 Entrepreneurs

Entrepreneurship and Small Business Management Chapter 1 Entrepreneurs Recognize Opportunities

Ch. 1 Performance Objectives n n Explain what entrepreneurs do. Describe how free-enterprise economies work and how entrepreneurs fit into them. Find and evaluate opportunities to start your own business. Explain how profit works as a signal to the entrepreneur. Entrepreneurship and Small Business Management, 1/e 2 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

What Is Business? n Business—buying and selling products and services n n Product—something tangible that exists in nature or is made by people Service—intangible work that provides time, skills, or expertise Entrepreneurship and Small Business Management, 1/e 3 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

What Is an Entrepreneur? n n Employees work for someone else’s business. Entrepreneurs start their own businesses and work for themselves. Entrepreneurship and Small Business Management, 1/e 4 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

Entrepreneurs Add Value to Scarce Resources n n A scarce (limited) resource is something of value that can be used to make something else or fill a need. Entrepreneurs add value to scarce resources by what they do with those resources. Entrepreneurship and Small Business Management, 1/e 5 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

The Economic Questions n n n What should be produced? When will it be produced? How will it be produced? Who will produce it? Who gets to have what is produced? An economy is a country’s financial structure. It is the system that produces and distributes wealth. Entrepreneurship and Small Business Management, 1/e 6 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

Free-Enterprise System n n Economic system in which businesses can be privately owned and operated Based on voluntary exchange Encourages competition between entrepreneurs Can lead to a loss of jobs and capital if a company fails Entrepreneurship and Small Business Management, 1/e 7 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

What Is a “Small” Business? n Less than 500 employees n n n About 99. 9% of the 27. 2 million U. S. businesses are small. Small businesses employ about 50% of the U. S. private workforce. Annual sales under $5 million Entrepreneurship and Small Business Management, 1/e 8 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

Why Be an Entrepreneur? n Control over time n Fulfillment n Creation/ownership n Control over compensation n Control over working conditions Entrepreneurship and Small Business Management, 1/e 9 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

Benefits and Costs of Becoming an Entrepreneur Costs n Business failure n Obstacles n Loneliness n Financial insecurity n Long hours/hard work n Strain on personal relationships Benefits n Independence n Satisfaction n Financial reward n Self-esteem n Contribution to society Entrepreneurship and Small Business Management, 1/e 10 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

Benefit/Cost Analysis n Benefit/Cost Analysis—a decision-making process in which the costs of taking an action are compared to the benefits n n n Benefits—money, knowledge, and experience you will gain Costs—money and time you must invest Opportunity Cost—the value of what must be given up in order to obtain something else For a benefit/cost analysis to be accurate, opportunity cost must be included. Entrepreneurship and Small Business Management, 1/e 11 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

Keys to Avoiding Missteps n Explore options thoughtfully and systematically n n n Research Educational courses and workshops Learn from the experience of others n n Formal mentors Informal advisors Entrepreneurship and Small Business Management, 1/e 12 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

Entrepreneurial Options n n Traditional for-profit enterprise Social entrepreneurship—for-profit enterprise with dual goals of profitability and social returns n n n Venture philanthropy Green entrepreneurship Not-for-profit organization Entrepreneurship and Small Business Management, 1/e 13 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

Shumpeter’s Sources of Opportunity § § § Use a new technology to produce a new product. Use an existing technology to produce an old product in a new way. Find a new source of resources to produce more efficiently. Develop a new market for an existing product. Entrepreneurship and Small Business Management, 1/e 14 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

Not All Ideas are Opportunities n n An opportunity is an idea that is based on what consumers need or want and are willing to buy sufficiently often at a high enough price to sustain a business. Opportunity is situational: dependent on variable circumstances. Entrepreneurship and Small Business Management, 1/e 15 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

Timmons’ Business Opportunity = Idea + Four Characteristics 1. 2. 3. 4. Attractive to customers Will work in the business environment Can be executed in an existing window of opportunity Available resources and skills needed to create the business Entrepreneurship and Small Business Management, 1/e 16 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

Use SWOT Analysis to Evaluate Business Ideas n Strengths n Weaknesses n Opportunities n Threats Entrepreneurship and Small Business Management, 1/e 17 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

Five Roots of Opportunity 1. 2. 3. 4. 5. Problems Changes Inventions Competition Technological advances The best business opportunities often combine both internal and external factors. Entrepreneurship and Small Business Management, 1/e 18 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

Components of Porter’s Generic Strategies n n n Product uniqueness—ability to differentiate the product/service from those of the market’s competitors Low cost—ability to reduce costs and sustain a price advantage Focus—targeting a particular market segment or group Entrepreneurship and Small Business Management, 1/e 19 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

Pathways to Entrepreneurship n Start and build a new business n Inherit a business n Secure franchise rights n Buy an existing business n License or purchase technology Entrepreneurship and Small Business Management, 1/e 20 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

Types of Business Ventures n Full-time enterprises n “Gazelles” n n Microenterprises including lifestyle businesses Mainstream small firms Entrepreneurship and Small Business Management, 1/e 21 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

Profit Is a Sign of Success n n n Profit—amount remaining after costs are deducted from the firm’s income Profit signals that an entrepreneur is adding value to scarce resources. Entrepreneurs try to make choices (trade-offs) that will increase profit. Entrepreneurship and Small Business Management, 1/e 22 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.

Seven Rules for Building a Successful Business 1. 2. 3. 4. 5. 6. 7. Recognize an opportunity Evaluate it with critical thinking (SWOT) Build a team Write a realistic business plan Gather resources Decide ownership Create wealth Entrepreneurship and Small Business Management, 1/e 23 © 2012 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.