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Question 1

Why is there so much interest in Entrepreneurship globally?

Answer 1

Increase in
(a) Number of Books,
(b) Education Programs,
(c) Research Centers and Academic Journals

Question 2

What is the difference in the driving force behind entrepreneurship in low vs high-income countries?

Answer 2

Low income: Need - good jobs are scarce
High income: Opportunity - attractive opportunities exist

Question 3

What is Entrepreneurship?

Answer 3

The process of pursuing opportunities without regard to current resources to create future goods and services.

Question 4

What is Corporate Entrepreneurship?

Answer 4

The application of entrepreneurial practices within an established company.

Question 5

What is Entrepreneurial Intensity?

Answer 5

A spectrum of how entrepreneurial a firm is, ranging from conservative (risk-averse) to highly entrepreneurial (innovative, risk-taking).

Question 6

What are 3 reasons people become Entrepreneurs?

Answer 6

1) Be Their Own Boss
2) Pursue Their Own Ideas
3) Realize Financial Goals (secondary motivator)

Question 7

What is the #1 characteristic of successful Entrepreneurs?

Answer 7

Passion for the Business - belief it will positively impact lives.

Question 8

What is Product/Customer Focus about?

Answer 8

Designing products to fulfill customer needs and improve their lives.

Question 9

What is Tenacity Despite Failure?

Answer 9

The ability to persevere through setbacks and failures without getting discouraged.

Question 10

What is Execution Intelligence?

Answer 10

The ability to put a business idea into action by building a business model, team, securing funding, and managing finances/employees.

Question 11

Myth 1: Entrepreneurs Are Born, Not Made. What’s the truth?

Answer 11

Entrepreneurs can be made through environment, life experiences, and personal choices.

Question 12

Myth 2: Entrepreneurs Are Gamblers. What’s the truth?

Answer 12

• They set challenging goals and are moderate risk-takers, not gamblers.
• Uncertainty in their jobs creates this myth.

Question 13

Myth 3: Entrepreneurs Are Motivated Primarily by Money. What’s the truth?

Answer 13

Money is a factor, but rarely the main reason they start businesses.

Question 14

Myth 4: Entrepreneurs Should Be Young and Energetic. What’s the truth?

Answer 14

• Age isn’t the biggest factor. Experience, skills, and reputation matter more.
• Often, success favors older entrepreneurs.

Question 15

Myth 5: Entrepreneurs love the spotlight. What’s the truth?

Answer 15

Some do, but most avoid public attention.
(e.g. Founders of Twitter and Youtube)

Question 16

What are 3 Types of Start-Up Firms?

Answer 16

1) Salary-Substitute Firms (e.g. dry cleaners, restaurants) - Provides similar income to a traditional job.
2) Lifestyle Firms (e.g. ski instructors, fitness studios) - Allows pursuing a desired lifestyle while making a living.
3) Entrepreneurial Firms (e.g. Google, Facebook) - Existing firms creating and seizing new market opportunities.

Question 17

Changing Demographics of Entrepreneurs: How are Women Entrepreneurs doing?

Answer 17

The number of women-owned businesses is increasing, although men still start more businesses.

Question 18

Changing Demographics of Entrepreneurs: What about Minority Entrepreneurs?

Answer 18

There’s a recent increase in firms owned by minorities, including ethnic and geographic minorities.

Question 19

Changing Demographics of Entrepreneurs: How about Senior Entrepreneurs?

Answer 19

The number of seniors (50+) starting businesses is growing rapidly due to several reasons:
- Corporate downsizing
- Desire for more fulfillment
- Healthcare cost concerns
- Business experience
- Financial resources
- Improved senior health and vigor

Question 20

Changing Demographics of Entrepreneurs: How about Young Entrepreneurs?

Answer 20

There’s a growing interest in entrepreneurship among young people, even kids in grades 5-12.

Question 21

What are the Positive Effects of Entrepreneurship and Entrepreneurial Firms (Economic Impact)?

Answer 21

Strengthens the economy through:
- Innovation (creating new things)
- Job creation (small businesses create many new jobs)
- Impact on Society. The innovations of entrepreneurial firms have a dramatic impact on society.
- Make lives easier, enhance productivity at work, improve health, and entertain us.
- Impact on Larger Firms. Many entrepreneurial firms have built their business models around
producing products and services that help larger firms become more efficient and effective

Question 22

What’s the difference between an Opportunity and an Idea?

Answer 22

Opportunity: Favorable circumstances creating a need for a new product/service/business with 4 qualities:
1) Attractive
2) Durable
3) Timely
4) Creates value for customers

Idea: A thought, impression, or notion. Many businesses fail because there wasn’t a real opportunity.

Question 23

What are 3 Approaches to Identify Opportunities?

Answer 23

Observing Trends:

Economic Forces (luxury products in strong economy, budget solutions in weak economy)
Social Forces (fast food, senior care, personalization, health & wellness, clean energy)
Technological Advances (iPhone led to compatible device industry)
Political Action & Regulations (compliance consulting, security products)
Solving a Problem:

Example: Jitterbug Cellphone for elderly with small print issues.
Finding Gaps in the Marketplace:

Examples: Green Job Spider (green jobs), ModCloth (vintage apparel), Chipotle (healthy & fast food).

Question 24

What factors help Entrepreneurs Recognize Opportunities better?

Answer 24

Four groups of factors:
A. Prior Experience (spotting niches, gaining insights)
B. Cognitive Factors (entrepreneurial alertness - noticing things without deliberate search)
C. Social Networks (network entrepreneurs find more opportunities, weak ties more valuable)
D. Creativity (idea generation process with 5 stages)

Question 25

What are 4 Techniques for Generating Ideas?

Answer 25

1) Brainstorming: Group session for open idea generation with rules: No criticism No evaluation No personalization Encourage freewheeling & leapfrogging Move quickly 2) Focus Groups: Gathering of 5-10 people to discuss an issue. 3) Library and Internet Research: Consult librarians for resources. Use search engines but be cautious of "latest" trends. Set up Google alerts for relevant keywords. 4) Other Techniques (Corporate Entrepreneurship): Customer advisory boards Day-in-the-life research Focal point for idea collection & evaluation Idea bank (physical or digital repository) Encouraging creativity at the firm level (office environment)

Question 26

What is Intellectual Property (IP) and how is it protected?

Answer 26

- IP: Any product of human intellect with value (patents, trademarks, copyrights). - Ideas can be protected with Non-Disclosure Agreements (NDAs).

Question 27

What is a Feasibility Analysis?

Answer 27

- The process of determining if a business idea is viable (worth pursuing). - Done before a business plan to screen ideas and avoid wasting resources. - Entrepreneurs tend to underestimate competition and overestimate success chances.

Question 28

What are the 4 Components of a Feasibility Analysis?

Answer 28

1) Product/Service Feasibility Analysis: Is the product/service desirable and in demand? (i) Desirability: Does it solve a problem or fill a gap? Is it the right time? Use a one-page concept statement and concept test to get feedback. (ii) Demand: Is there a market for it? Talk to potential customers and use online tools (e.g. AdWords) to assess demand. 2) Industry/Target Market Feasibility Analysis: How attractive is the industry and target market? (i) Industry Attractiveness: Look for young, growing industries with high margins. (ii) Target Market Attractiveness: Find a market that's large enough but avoids too much competition. 3) Organizational Feasibility Analysis: Does the venture have the right team and resources? (i) Management Prowess: Evaluate passion, launch expertise, and market understanding. (ii) Resource Sufficiency: Ensure access to critical resources like space, personnel, equipment, and funding. Financial Feasibility Analysis: 4) How financially attractive is the venture? (i) Total Start-Up Cash Needed: Create a budget for initial costs and funding sources. (ii) Financial Performance of Similar Businesses: Research similar businesses to estimate financial performance. (iii) Overall Financial Attractiveness: Consider factors like growth rate, recurring revenue, and exit opportunities.

Question 29

What is a Business Model?

Answer 29

- A firm's plan for creating, delivering, and capturing value for stakeholders (customers, investors, employees). - Developed after feasibility analysis but before operational details.

Question 30

What are the 2 Categories of Business Models?

Answer 30

1) Standard Business Models: Existing plans like: Advertising (commercials, banners) Auction (eBay) Bricks-and-Clicks (online and physical stores) Franchise Low-Cost Manufacturer/Retailer Razor-Blade/Refill Subscription 2) Disruptive Business Models: Rare models that change industries: Mobile Apps New Market Disruption (e.g. Google AdWords) Low-End Disruption (e.g. Southwest Airlines, Uber) - offering simpler or cheaper options.

Question 31

What is the Value Chain?

Answer 31

- The series of activities that bring a product from raw materials to the customer. - Used to identify opportunities to improve competitive strategies and create value. Consists of 9 activities: ii) Primary (5): Inbound logistics, Operations, Outbound logistics, Marketing & Sales, Service ii) Support (4): Procurement, Technology development, Human resource management, Firm infrastructure

Question 32

What are 2 Business Model Visual Frameworks?

Answer 32

1) Alexander Osterwalder’s Business Model Canvas Barringer/Ireland 2) Business Model Template: i) Core Strategy (Part 1): - Mission Statement: Why the business exists and what it aims to achieve. - Basis of Differentiation: What makes the product/service unique. (2-3 key points, focus on benefits) - Target Market: The specific customer group the business serves. - Product/Market Scope: The products and markets the business focuses on (initially narrow, expands later). ii) Resources (Part 2): The inputs needed to produce, sell, and service products. - Core Competencies: Specific skills or capabilities that give the business an advantage. (2-3) - Key Assets: Tangible and intangible assets the business owns (physical, intellectual, financial, human). (3-4) iii) Financials (Part 3): How the business will make money. - Revenue Streams: Ways the business generates income (can have multiple streams). - Cost Structure: The most important costs incurred by the business. (cost-driven or value-driven) - Financing/Funding: How much funding is needed and where it will come from. iv) Operations (Part 4): The day-to-day activities of the business. - Product/Service Production: How the product/service is created (in-house, outsourced). - Channels: How the product/service reaches customers (direct sales, intermediaries, etc.). - Key Partners: Businesses the company relies on to perform key tasks.