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Table
1.1 Financial Analysis Emphasis
Entrepreneurial
Model Definition Measures Questions
Great Person Extraordinary Achievers Personal principles What principles do you have?
Personal histories What are your achievements?
Experiences
Psychological Founder Locus of control What are your values?
Characteristics Control over the means Tolerance of ambiguity
of production Need for achievement
Classical People who make innovations Decision making What are the opportunities?
bearing risk and uncertainty Ability to see opportunities What is your vision?
Creative destruction Creativity How do you respond?
Management Creating value through Expertise What are your plans?
the recognition of business Technical knowledge What are your capabilities?
opportunity, the management Technical plans What are your credentials?
of risk taking . . . through the
communicative and management
skills to mobilize . . .
Leadership Social architect Attitudes, styles How do you manage people?
Promotion and protection Management of people
of values
Intrapreneurship Those who pull together Decision making How do you change and
to promote innovation adapt?
3. The Strategic Formulation School of Thought
Emphasizes the planning process in successful
venture development.
Ronstadts View
Strategic formulation is a leveraging of unique
elements:
Unique Marketsmountain gap strategies
Unique Peoplegreat chef strategies
Unique Productsbetter widget strategies
Unique Resourceswater well strategies
Our Entrepreneurial Economy
The Environment for Entrepreneurship
damaged culture
INTRODUCTION TO ENTREPRENEURSHIP
-UP INSTITUTE FOR SMALL-SCALE INDUSTRIES
Many have not developed enough faith and pride in
ourselves as masters of their own destiny
Many are:
Tamad
Segurista
Mahilig makisama
Gaya-gaya
Ningas-kugon
Balat-bisuyas
Bahala na attitude
Filipinos not only listened but also believed and
agreed with the criticisms from foreigners
with all their heart.
Filipinos must overcome the notion that just
because these traits exist, the Philippines will
remain underdeveloped.
Main influence:
Spain (300yrs)
America (45yrs)
Japan (3yrs)
FILIPINO CULTURE AND VALUES:
Pakikisama
Pakikibagay
Pagmamalasakit
Bayanihan
Generally Adventurous
Courageous
Bahalana
ang makipagsapalaran sa Maynila
1. Extreme Personalism
2. Extreme Family-Centeredness
3. Lack of Discipline
4. Passivity and Lack of Initiative
5. Colonial Mentality
6. Kanya-kanya Syndrome
7. Lack of Self analysis and self reflection
TRENDS AND ISSUES IN THE
PHILIPPINE MARKET
A. Philippines before Colonial Rule
1. Prevalent (practiced)
composed of barangays
raja and datu
majarlika and timawa (farmers)
slaves
2. Feudal System
Present in the Moro sultanates
Mindanao and Sulu
sultan and datu
Farmers, religious teachers, warriors and scribes serve the ruler
3. Primitive Communal
Central Luzon and other nomadic tribes
Aetas
Tribesmen
B. Colonial Rule
1. Spain
Ferdinand Magellan
Galleon trade
Free speech was cutailed, education was stagnated and religion
was used to pacify inhibitants from harboring dissent
encomienda system in 18th century
Treaty of Paris
2. United States
1900s
Capitalist system (railroads, education, formal government and
democratic principles)
3. Japan
C. After Colonial Rule
1. Backward Agricultural
2. Pre-industrial
3. Foreign control
4. Western-originated capitalism
private enterprise
State
5. Globalization
Globalizing market- liberalization, privatization and
rationalization
Long-Term Philippine Development Plan
THE NEED FOR ENTREPRENEURSHIP IN THE
PHILIPPINE SETTING
Philippines
Situation is hopeless
Improving
Meat Processing
Food Carts
BUSINESS IDEAS IN THE PHILIPPINES
Fashion Accessories
Raising Pets
BUSINESS IDEAS IN THE PHILIPPINES
Flower Shop
Carpooling
BENEFITS OF ENTREPRENEURIAL COURSES
1. enhance the entrepreneurial skills of the
Filipino youth
2. support the business ventures of young
people with technical and entrepreneurial
skills, who otherwise are ineligible under
regular credit facilities, by providing them
easier access to credit
3. encourage the self-employment of the Filipino
youth
4. establish a credit program for entrepreneurs
LIST OF GOVERNMENT AND INDUSTRIAL SUPPORT
Courses Offered:
Food Courses
Bread-making / Bakery Management
Ice Cream Making
Basic Meat Processing
Specialty Cakes and Pastries
Pastillas Making
Flavored Juices
LIST OF GOVERNMENT AND INDUSTRIAL SUPPORT
Fish Culture
Piggery Business
Fruit Culture
LIST OF GOVERNMENT AND INDUSTRIAL SUPPORT
Venture
Financing
Corporate
Social Entrepreneurship
Entrepreneurship
Trends in Women
Entrepreneurial
Cognition
Entrepreneurship and Minority
Research Entrepreneurs
The
Entrepreneurial
Mindset
Common Characteristics of Entrepreneurs
Imagination
Acceptance of
Flexibility
Risks
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
Strategic Corporate
Innovation
Renewal Venturing
Corporate
Entrepreneurship
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.
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
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
Skunkworks
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.
Incremental versus Radical Innovation1
Incremental Radical
Emphasis Cost or feature improvements in existing products, Development of new businesses, products and/or processes that
services, or processes transform the economies of a business
Prototyping Ironing out wrinkles near the end of the design phase Teaching the market about the new technology and learning from the markets
how valuable that technology is in that application arena
Business Case Detailed plan can be developed at the beginning of the Business model and plan evolves through discovery-based learning
process
Idea Generation & Opportunity Occur at the front end; critical events are largely Occur sporadically throughout the life cycle, often in response to
Recognition anticipated discontinuities in the project trajectory
Process Formal, phase-gate model Informal, flexible model at early stages due to high uncertainties
formal at later stages after uncertainties have been reduced
Organizational Structures Cross-functional project team operates within a Project starts in R&D migrates into an incubating organization
business unit transitions into a goal-driven project organization
Resources and competencies Standard resource allocation; the team has all Creative acquisition of competencies and resources from a variety of
competencies required to complete the process internal and external sources
Operating Unit Involvement Formal involvement from the very beginning Informal at early stages formal at later stages
3Ms Innovation Rules
Dont kill a project
Tolerate failure
Keep divisions small
Motivate the champions
Stay close to the customer
Share the wealth
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.