This book is for those individuals contemplating owning or starting a business. Information contained in Red Pill Entrepreneurship is not meant to cast a shadow of pessimism on entrepreneurship. I love and have loved being an entrepreneur, but entrepreneurship is not for everyone. Over the years, I have felt a need to expose the reality of business to those who are wasting away their lives dreaming of having that “little shop” on the side of the road that they think will make them rich. Not to say that it is impossible to become rich from a new business, but it is definitely requires taking a second look. My hope is that you can eagerly join me in recounting a stream of funny stories and broken dreams of multiple entrepreneurs. Understand these stories not as bitter rants of failure, but as grand learning experiences. Learning from such turbulent experiences will facilitate your building of a bigger and brighter future for yourself. In short, setting foot on the right track now will allow you to finally live your dreams, or to change your dreams before it is too late. Be prepared before the hand of reality smacks you senseless.

Your Dream

To begin, I want you to participate in a visualization exercise. Vividly think about your dream to buy, start or join a business (in reality, this exercise can be done for any dream). Close your eyes now and imagine that dream in detail. In essence, dream your dream. To help you get started extracting detail from your dream, start imagining the individual components. What is the main goal of your business? What is the product or service you are selling? Does the image in your mind consist of a large office with modern furnishings, secretaries and assistants, and maybe a large boardroom with suit-clad business people negotiating a million dollar contract? Or, does your visualization include a restaurant, retail store, etc.? Each of your dreams should be highly detailed and include imaginations similar to my colleague Tim’s.

Tim was a restaurant entrepreneur who imagined walking through the door of his eclectic restaurant with waiting customers filing out into the parking lot. He imagined smiling at polite employees churning out thousands of dollars worth of food and pouring over a front-page newspaper feature that entailed his restaurant’s success in the local newspaper. Perhaps you are not visualizing so much the details of the business, but what you stand to gain from the future business. For example, does your dream include buying whatever you want and having a comfortable life? Some dream of having the prestige of talking about their business with friends and acquaintances. Others find motivation in proving their success to naysayers who have opposed or have been cynical about their business aspirations. Regardless of your dream, the act of dreaming is healthy. Dreams allow us to achieve greater things. As in all facets related to success, dreams need direction and some logic. So, let us develop a map for your dream using the information provided within Red Pill Entrepreneurship and establish some logic, if any.

Dream Or Medium To The Dream

In order to establish a direction for your dream, ask yourself the following question. “Is having a business your dream or is having the benefits that are commonly linked to business ownership your dream?” The idealistic benefits generally associated with business ownership for the average person consist of more money, more free time, more freedom, etc. than one would presumably have while working for someone else. Why is this distinction between your dreams focused on the benefits of the business or the business itself important? The answer to this question will determine your levels of satisfaction and success associated with owning a business. A true entrepreneur is one that loves his business and accepts the benefits and consequences. Many of us just want the benefits. If you are still unsure of your answer (benefits vs. love of the business), hopefully you will find your answer through Red Pill Entrepreneurship. If you are sure of your answer, hopefully Red Pill Entrepreneurship can still give you more information to increase your chance of success.

While dreaming, it is common to overlook present opportunities. Rather than improving current situations, dreaming entrepreneurs often look for change. Hence, this benefit vs. business distinction is especially important to those (want-to-be-business-owners) who are looking forward to just the benefits of a business. Change can be beneficial while trying to increase energy and passion, but you must be careful while initiating change. Oscillating from opportunity to opportunity can be detrimental. Each time one initiates change, there is a loss of focus and a need to start over. Carefully consider whether a business is the way or a way to achieve your dreams. If not, assess what improvements and changes within your current scope or situation may be a more feasible approach before setting out to turn your life upside down. Do not be afraid to change the medium of your dream! Life is too short to jump around from failure to failure.

The Scope of Red Pill
Assuming that you have decided on owning a business, the experiences and advice contained within this book will be invaluable. Red Pill Entrepreneurship gives an interesting perspective on some areas of business organizations commonly overlooked (consciously or subconsciously). Some may find that they have been focusing too much on the dream of having a business and that all they really want is more money and more freedom. These people will read some of the points within Red Pill and rethink their timing, preparation, and motivation behind owing a business. While others may find that owning a business really does suit them well.

The chapters of this book begin by assessing the motivations of having a business and follow through with key components of business ownership. Application of the information provided could determine the shaping of the rest of your business career.

In an attempt to fully analyze the reality of your business dreams, write down, in as much detail as possible, your dream, as previously tasked to envision, in the space below.

In general, if your dream can be achieved in a day, week, or month then you need to rethink your dream. Small, easily achievable goals are only practical if they aim toward a larger, long-term accomplishment. Throughout this book, this larger goal will be assessed. It has been said that you should shoot for the stars and you will capture the moon.

Hard Fact: Just because a certain dream enters your mind, there is not anything that says that you should strive to attain it. For example, I once thought I could sing, but it does not mean that I should or could become a rock star. Fame of being a rock star may have been appealing, but singing is definitely not the way to achieve success for me. Trust me and trust all of the broken ear drums from my attempt at singing.

Benjamin David Lee
http://www.redpillentrepreneurship.com

Benjamin was born in Salt Lake City, Utah. He spent most of his life in Oakley, Utah where he was influenced by a large amount of migrated business owners. Despite being from a small town, Benjamin always had a love for commerce in general. From a young age, there was no question on the direction he was going to take his life. Over the years, Benjamin has owned several businesses which include Federation Marketing LLC, 5 Buck Pizza of Holladay, The Red Room Eastern European Cuisine, and Foamiture of Utah.

Benjamin completed his higher education by receiving a Bachelor of Science Degree from the University of Utah in Business Administration, Cum Laude. Benjamin is currently the Vice President of Customer Relations at an Excess and Surplus Insurance Company. On the side, Benjamin is a consultant and has presented twice at nationwide RPG annual meetings. He loves speaking with everyone about business and also likes to team up with other entrepreneurs. He has been a finalist for two separate business plan competitions over the last few years. Benjamin also has international experience through his business internship in London, England and a service organization in Kiev, Ukraine.

Benjamin is looking forward to his next book that deals with reality that we are all salespeople. The release date is projected to be in 2011.

Article Source: http://EzineArticles.com/?expert=Benjamin_D._Lee

Implementing innovative strategies to fuel positive social action is social entrepreneurship. There are different types of social entrepreneurial organizations, including for-profit and non-profit organizations. Certain professionals who have their own private practices provide their social services to communities in need on a spontaneous basis. As we analyze the way that these organizations work, the power and potential behind them becomes apparent. There are different models on which the ventures of social entrepreneurs are based on.

Models of Social Entrepreneurship

Social Sector Business
A “Social Sector Business” is a business run for profit which integrates a social mission with focus on maximizing profits. The service offered by such companies or the products marketed by them are geared towards addressing specific social needs. These businesses are also referred to as NJFP or Not Just For Profit. These organizations pay their way through their own earnings.

The Grameen Bank is one of the most successful examples of this particular social entrepreneurship model. It was founded in the year 1983 by Muhammad Yunus to help the poor in rural Bangladesh obtain microloans without collateral. The success of this model is evident with the 7 million borrowers as of December 2007 and the 95% repayment rate.  That repayment rate is phenomenal!  Earning huge profits was not the only benefit of this venture either, this bank was awarded the prestigious Nobel Peace Prize.

Earned Income Non-profit
Another model is the Earned Income Non-profit in which the organization is focussing on a social mission and makes profits by selling its own products and services to those who can afford it. They do not depend on donations and grants. These organizations are referred to as ’social enterprises’.

An example of this social entrepreneurship model is the Delancey Street Foundation. This foundation was initiated in the year 1971 by John Maher and Mimi Silbert to assist ex-convict, substance abusers and homeless in San Francisco. This organization does not rely on any government funding. Clients carry on businesses and the profits generated goes towards funding this foundation. In fact, 65% of their funding is from client businesses which include a print shop and a moving company. This business, which has had a positive impact on at least 14,000 people, teaches skills and provides marketable job ideas to clients to make a difference in their lives.

Pro Bono Practice
Pro Bono Practice is a model involving professional services groups of health practitioners, lawyers and consultants. They contribute towards a positive change in the society by helping clients who cannot afford to pay. The practice makes money and funds those who cannot afford paying by charging those who can. They also generate funds by selling products or services or even reaching out for sponsors.

Dr. Juan Campos, a chiropractor in San Francisco is an example of this model of social entrepreneurship. Since the year 1988, he has been offering chiropractic services once a year in El Salvador. He has a group of chiropractors travelling with him who pay for their own trip expenses from the income they earn through private practice.

All of these social entrepreneurship models focus on social issues and integrate business principles to make a significant difference. What they all have in common is the creativity, motivation, spirit and enthusiasm to make a difference in the world.

Kellen Chase is the author and an entrepreneur himself. He enjoys helping people achieve their business goals has a website dedicated to entrepreneurship and Social Entrepreneurship

Article Source: http://EzineArticles.com/?expert=Kellen_A._Chase

1. Passion. Do you have an overwhelming passion for business? This is the number one attribute of a true entrepreneur. People without passion do not generate enthusiasm and faith in any business venture.
2. Preparation. Are you wiling to do the necessary preparation? Many people have a basic idea and then want other people to do all the necessary footwork as well as take the risks. Scheming is not entrepreneurship.
3. Mindset. Do you have a solution oriented (can do) mind-set? If you see every problem as a mountain then stay away from running your own business.
4. Risk taking. Are you willing to take calculated risks? If you are risk averse then you should rather work for a big corporation, government or an entrepreneur – nothing wrong with it.
5. Commitment. Are you willing to do everything that it takes to make a business venture successful? Are you willing to go the extra mile? A genuine entrepreneur has an attitude of never giving up – if they fail they just try something else.
6. Listen. Are you willing to listen to good advice? Entrepreneurship does not mean that you should have a foolhardy attitude or that you have universal expertise.
7. Responsibility. Are you comfortable that the buck stops with you? Are you willing to lead from the front? If you blame other people for your mistakes then entrepreneurship is probably not for you.

Copyright© 2009 – Wim Venter

Wim Venter is the founder of Ventex Consultants, a business development consultancy. To receive more information on how to start a new venture, to grow it sustainably and to finally harvest it successfully, you can contact us via our website.

Article Source: http://EzineArticles.com/?expert=Wim_Venter

See, the teachers are the moulders of our future generation. Every day, students attend schools and consciously as well as subconsciously gain knowledge. And every day, school teachers are sharing their experience, their knowledge, their habits directly or indirectly to students. Cheers to Teachers!

However, this means that teachers need to be equipped with the best mindset, best knowledge and best experience so that they can in turn impart them to the young.

In my opinion, entrepreneurship programmes should be catered to our teachers. And it should not just stop at this. We should encourage our teachers to take risks and allow them to engage in side businesses as well as other entrepreneurship projects. At present, teachers are not allowed to moonlight, except for tuition assignments. With additional freedom, we could groom teachers to become entrepreneurs, not by theory but in practicality.

If we loosen the grip on this moonlighting issue, teachers will be able to immerse themselves in true and practical entrepreneurship experiences. They can then share real-life experience to students and perhaps do it with them.

We do not like entrepreneurship taught as if it is an exam-oriented subject, a theoretical mystery or a word game. Entrepreneurship should be real, practical and exciting. And the best way to achieve this in our younger generation is by training the teachers first. Because only Teachers who know the stuff can teach the stuff.

Fong Yoong Kheong is Managing Director of R2E Concepts). He is also a consultant in SEO, Internet Marketing and offline Marketing. He has attended some courses on entrepreneurship. Read more articles from him at http://www.furykid.blogspot.com

Article Source: http://EzineArticles.com/?expert=Yoong_Kheong_Fong

In a world where ideas drive economies, it is no wonder that innovation and entrepreneurship are often seen as inseparable bedfellows. The governments around the world are starting to realize that in order to sustain progress and improve a country’s economy, the people have to be encouraged and trained to think out-of-the-box and be constantly developing innovative products and services. The once feasible ways of doing business are no longer guarantees for future economic success!

In response to this inevitable change, some governments are rethinking the way the young are educated by infusing creative thinking and innovation in their nation’s educational curriculum. In the same vein, they are putting much emphasis on the need to train future entrepreneurs through infusing entrepreneurship components within the educational system, especially at the tertiary level.

Some countries have taken this initiative to a higher level by introducing entrepreneurship education at elementary schools and encouraging them to be future entrepreneurs when they are of age. In a series of survey funded by Kauffman Center for Entrepreneurial Leadership, it was found that nearly seven out of 10 youths (aged 14-19) were interested in becoming entrepreneurs.

Being an entrepreneur is now the choice of the new generation as compared to the preferred career choices of yesteryears such as being a doctor, lawyer or a fighter pilot. In a recent visit to the bustling city of Shanghai in China, an informal survey was carried out among Chinese youths by the author. The results of the survey showed that being an entrepreneur, especially in the field of computer and e-commerce, is perceived as a ‘cool’ career and is an aspiration for many Chinese youths Prior to the ‘opening up’ of modern China, being an entrepreneur was perceived as the outcome of one’s inability to hold a good government job and those who dared to venture, were often scorned at by their peers. Times have indeed changed.

With this change in mindset and the relative knowledge that entrepreneurs bring forth increased job creations, the awareness and academic studies of entrepreneurship have also heightened. In many tertiary institutes, many courses of entrepreneurship and innovation are being developed and offered to cater to the increasing demand. The term “entrepreneurship” has also evolved with numerous variations. The proliferation of jargons such as netpreneur, biotechpreneur, technopreneur and multipreneur are coined to keep up with the ever-changing times and business conditions that surround us.

In view of these changes, it is important that the definition of entrepreneurship be refined or redefined to enable its application in this 21st century. To put it succinctly, “Good science has to begin with good definitions (Bygrave & Hofer, 1991, p13).” Without the proper definition, it will be laborious for policymakers to develop successful programs to inculcate entrepreneurial qualities in their people and organizations within their country.

The paper will provide a summary of the definitions of entrepreneurship provided by scholars in this subject area. The author will also expand on one of the definitions by Joseph Schumpeter to create a better understanding of the definition of the term “entrepreneurship” as applied in today’s business world.

Entrepreneurship through the Years:

It was discovered that the term ‘entrepreneurship’ could be found from the French verb ‘entreprende’ in the twelfth century though the meaning may not be that applicable today. This meaning of the word then was to do something without any link to economic profits, which is the antithesis of what entrepreneurship is all about today. It was only in the early 1700’s, when French economist, Richard Cantillon, described an entrepreneur as one who bears risks by buying at certain prices and selling at uncertain prices (Barreto, 1989, Casson 1982) which is probably closer to the term as applied today.

In the 1776 thought-provoking book ‘The Wealth of Nations’, Adam Smith explained clearly that it was not the benevolence of the baker but self-interest that motivated him to provide bread. From Smith’s standpoint, entrepreneurs were the economic agents who transformed demand into supply for profits.

In 1848, the famous economist John Stuart Mill described entrepreneurship as the founding of a private enterprise. This encompassed the risk takers, the decision makers, and the individuals who desire wealth by managing limited resources to create new business ventures.

One of the definitions that the author feels best exemplifies entrepreneurship was coined by Joseph Schumpeter (1934). He stated that the entrepreneur is one who applies “innovation” within the context of the business to satisfy unfulfilled market demand (Liebenstein, 1995). In elaboration, he saw an entrepreneur as an innovator who implements change within markets through the carrying out of new combinations. The carrying out of new combinations can take several forms:

The introduction of a new good or standard of quality;

* The introduction of a novel method of production;
* The opening of a new market;
* The acquisition of a new source of new materials supply; and
* The carrying out of the new organization in any industry.

Though the term ‘innovation’ has different meanings to different people, several writers tended to see “innovation” in the form of entrepreneurship as one not of incremental change but quantum change in the new business start-ups and the goods/services that they provide (egs, Bygrave, 1995; Bygrave & Hofer, 1991).

In the view of Drucker (1985), he perceived entrepreneurship as the creation of a new organization, regardless of its ability to sustain itself, let alone make a profit. The notion of an individual who starts a new business venture would be sufficient for him/her to be labeled as an entrepreneur. It is this characteristic that distinguishes entrepreneurship from the routine management tasks of allocating resources in an already established business organization. Though the definition tends to be somewhat simplistic in nature, it firmly attaches the nature of entrepreneurial action with risk-taking and the bearing of uncertainty by the individual (Swoboda, 1983)

In a Delphi study, Gartner (1990) found eight themes expressed by the participants that constitute the nature of entrepreneurship. They were the entrepreneur, innovation, organization creation, creating value, profit or non-profit, growth, uniqueness, and the owner-manager. The themes could be seen as a derivative and expansion of Schumpter’s earlier concept.

Expanding on Schumpeter’s Definition:

After digesting the numerous definitions of entrepreneurship, one would tend to see a strong link between these two terms: entrepreneurship and innovation. In retrospect, most of the definitions tended to be, to some extent, a re-work and expansion of Schumpeter’s definition of entrepreneurship (which is that of innovation being applied in a business context).

As defining the term of ‘innovation’ is highly debatable and would merit a paper on its own, the author has thus, for convenience, summarised the definition of innovation. Innovation can be perceived simply as the transformation of creative ideas into useful applications by combining resources in new or unusual ways to provide value to society for or improved products, technology, or services.

In the author’s opinion, the difficulties of defining “innovation” could be the reason for the quandary one finds in attempting to arrive at a clear-cut definition of the term “ Entrepreneurship”.

Take for example, if someone starts another run-of-the-mill hot dog stand in the streets of New York, will he termed as an entrepreneur? According to Drucker’s definition, he will be seen as one. However, if the above definition by Schumpeter was used as a guideline, the answer is probably ‘NO’.

Why? The core of the matter lies in what is so innovative about setting up another hot-dog stand which are in abundance in New York. On the contrary, if he is the first one to start a stand selling hot-dogs with Oriental Sweet and Sour sauce topping; he could be termed as an entrepreneur (even based on Schumpeter’s requirement) as he has done what others have not done before. In the context of entrepreneurship, creativity and innovation are key points in the whole scheme of things.

In this manner, by adding “innovative” features to a product or services and setting up a business based on these additional features to compete in the existing market, new entrants may be able to gain this competitive advantage over existing market players.

In the case of the hot-dog seller, it may be argued that his addition of Oriental Sweet and Sour sauce toppings may be seen as nondescript. This runs in contrary to some scholars’ definition of entrepreneurship as requiring quantum changes in the products/ services to be justified as being entrepreneurial (Bygrave, 1985; Bygrave & Hofer, 1991).

Consistent with creating new products for sale, someone who starts a business by providing a totally new way of serving his customers/ clients is considered to be entrepreneurial too. Though, it is often argued that there are no real new products or services in a case where one does not look to the past products and services for ideas for improvements. Thus, the notion of incremental improvements should be accepted as being innovative too.

Innovation in the business sense may not necessarily involve, in the physical sense, the introduction of a new product or service. It can be in the form of what is commonly known as creative imitations. For example, if an individual starts selling a product that is already common in his area or country, he will not be seen as being entrepreneurial. However, if he is the first to sell the same product in a virgin locale or to an untouched market segment, he will be seen as an entrepreneur in his own rights.

Take Muhammad Yunus, for example. Yunus became an entrepreneur when he started a micro-loan program for the poor villagers in a rural part of Bangladesh named Grameen, with only US$26. The loan was divided among 42 villagers to assist them to buy small items such as combs, scissors, needles and other necessities to start their own home businesses. In the past 22 years, Grameen Bank has grown with over $2 billion loans granted. It has now become a model for several micro-loan facilities.

>From the following example, Yunus created banking and lending facilities in Grameen specifically for the poor villagers. Banking and lending money activities are not new but Yunus was the first to provide such facilities in a rural part of Bangladesh and that is definitely innovation and risk-bearing on his part as a social entrepreneur. In short, innovation need not arise mainly from a new product or service but it could be an old product or service finding a new market for penetration.

An individual could be termed as an entrepreneur if he or she sells a product or service using new systems and/ or mediums of marketing, distribution or production methods as a basis for a new business venture. A good example will be Jeff Bezos, the founder of Amazon, the successful Web-based bookstore. He was one of the first to sell books on a large scale using an online store and also patented the one-click system for online buying. Though selling books is not an innovation in itself, Jeff Bezos was innovative in the use of the Internet then as a viable marketing and sales channel for selling books.

Another example from the field of e-commerce is Stuart Skorman, the founder of Reel.com. Reel.com is essentially one of the first cyber movie store with a very large inventory of over a 100 000 videos. Though setting a movie store was revolutionary then, Reel.com main distinction was being known as the first online store to expand by opening an offline store. The founder felt that by doing so, the online store could be an advertisement for the offline store and vice versa, thus strengthening this click and mortar business venture- an example of creativity and innovation applied in a profitable business context.

Conclusion:

This paper has started as an attempt to redefine the term of entrepreneurship but ended up ‘updating’ the wheel, based on the definition as proposed by Schumpeter. The paper expanded on this influential work by giving examples to illustrate what innovation in entrepreneurship was and hope that along the way, new insights were unearthed in the study of defining entrepreneurship.

In summary, the author hopes that this paper would further encourage the infusion of creative thinking and innovation within the educational system to nurture future entrepreneurs with a competitive edge. In the author’s view, the characteristics and capabilities to set up a new business venture based on doing things that have not done before should be encouraged. Innovation needs to be the cornerstone of entrepreneurship as opposed to the mere setting up of another new enterprise without implementing changes or adding features of improvements to the products and services provided and/ or its business processes.

About The Author

Dr. Alvin Chan is a Senior Research Consultant at First Quatermain Centre of Collaborative Innovation (www.firstquatermain.com).

For reprints permission, please contact bizguru88@hotmail.com

Article Source: http://EzineArticles.com/?expert=Alvin_Chan

As a single resource, this fully-integrated trade show exhibit house would be able to take care of all your needs –providing a seamless, turnkey trade show exhibit service that includes every possible step in your pre- and post-show appearance. The trade show “dream team” should consist of a staff of talented exhibit design consultants, graphic designers, project managers and event coordinators who are adept in making your trade show experience glitch-free. You get to decide what you want from this menu of options.

Today you should expect these exhibit practitioners to design a breakthrough trade show booth with sophisticated trade show display graphics and worry-free event planning, plus conscientious care and the full storage and warehousing of your trade show exhibit properties.

The trade show exhibit business has come a long way. In the past, the trade show exhibit booth was purchased either as a custom build or a single “off the shelf” unit with the exhibitor handling the details. As the trade show industry has matured, exhibitors have become more sophisticated, and trade show exhibit companies cater to the full spectrum of a trade show client’s exacting demands. In the early ‘80s when the industry began changing, many trade show display companies started providing the portable/modular trade show booth, offering mobility and flexibility to exhibitors often moving from one show to the next. This experience helped them customize products and design exhibits that incorporated unique graphics, contemporary materials and structural refinements.

Experienced trade show display houses gradually evolved to deliver dramatic, one-of-a-kind trade show booths for clients wanting to dominate an exhibit hall show floor with a spectacular trade show exhibit occupying thousands of square feet of floor space. During the transition, the use of new finishes, fabrics and lightweight structural materials led to substantial reductions in handling costs. The resultant economies in freight, installation and dismantling, drayage, storage and refurbishing helped to defray the costs of these dramatic new custom trade show exhibits.

With new trade show expertise and innovation, top line trade show exhibit houses are able to serve exhibitors wherever and whenever they want to exhibit. Thanks to a network of exhibit partners providing design, build and show services at over hundreds of locations throughout the world, a trade show exhibit house can now handle the most complex and demanding of exhibitor requirements.

Many leading trade show display companies have become global providers serving a growing number of international clientele — many of whom, for example, engage their exhibit house to design and build a single custom trade show display for their once-a-year appearance at a West or East Coast show and then store the unit until the following year.

Flexibility and innovations add to the array of services offered by the full service trade show exhibit house. These include: custom trade show booth rentals which offer an alternative to the occasional exhibitor who may be considering options before committing to a permanent display. Also, custom rental trade show displays provide an exhibitor with options to change messages and locations frequently and appear at several trade shows simultaneously.

Look for a trade show exhibition company that fits with your comfort level. Start with a walk-through visit to a showroom where you will view a selection of trade show displays ranging from pop-ups to custom spectaculars. Take a look at graphics and display production capabilities and ask the trade show display host to introduce you to innovative and turnkey event management services. These include show services, graphics design, exhibit storage and complete pre- and post-show service and support.

You can also go online and click through trade show exhibit companies.
Seek out a professional trade show staff that can make your trade show booth experience dynamic, affordable and successful.

Dick Wheeler is President of Professional Exhibits & Graphics headquartered in Sunnyvale, California. His firm is a full-service premiere trade show exhibit, graphics and management services company. Go to http://www.proexhibits.com for more information on excellent full service trade show display, graphics and management services.

Article Source: http://EzineArticles.com/?expert=Dick_Wheeler

Social entrepreneurship initiatives are ventures that can serve as a method of increasing the social value of a community, organization or cause while enhancing the financial viability of a not-for-profit organization. With this being stated, social entrepreneurship has been defined in different ways by many different theorists. Gary McPherson, Executive Administrator of the Canada Centre for Social Entrepreneurship, states that social entrepreneurship involves various individuals working toward meeting social and economic goals simultaneously; while Bill Drayton, CEO of Ashoka, defines social entrepreneurship as a term coined to describe “individuals who combine the pragmatic and results oriented methods of a business entrepreneur with the goals of social reform.”

A more basic definition of social entrepreneurship states that it is “the process of using entrepreneurial and business skills to create innovative approaches to social problems.” Therefore, it is a methodology that is presently being used to resolve community and societal concerns globally. Social entrepreneurship as an area of specialized entrepreneurship is not defined by the same titling in every culture. For example, in Latin America countries social entrepreneurship initiatives are referred to as “Micro Enterprise.” In India the same program would be identified as a “Social Mission.” Though termed differently in various regions, social entrepreneurship initiatives are being implemented to solve specific societal and community concerns by focusing on the needs and resource availability within specific geographic regions.

Social Entrepreneurship in Education Throughout the United States, many top tertiary level academic institutions are enhancing their business programs by including a curriculum that caters to the study of social entrepreneurship. In 2003, the Center for Responsible Business was launched on the University of California Berkley Campus. This subsidiary of the Haas School of Business was implemented with the intent of training students to be more principled and socially responsible members of society through attending “the preeminent educational institution in area of Corporate Social Responsibility.” Stanford University also has established a Center for Social Innovation as a part of its graduate school of business. This center was founded with the mission to “build and strengthen the capacity of individuals and organizations to develop innovative solutions to social problems for a more just, sustainable and healthy world.”

In 1993, Harvard Business School started its social enterprise program with its mission of “generating and sharing knowledge to help individuals and organizations to create social value in the not-for-profit, private and public sectors,” and the University of Miami has refocused its business school curriculum to include coursework in the areas of ethical-decision making, social entrepreneurship and community engagement with the primary focus being to expose students to various areas of civic engagement while concurrently teaching them leadership and team building skills.

Tertiary level institutions, including Duke, which has established a Center for the Advancement of Social Entrepreneurship as part of its Fuqua School of Business, and Columbia University where the research initiative on social entrepreneurship is embedded in its school of business, have also made strides to enhance the study and education of those seeking to venture into areas of social entrepreneurship and social venture implementation. The Association to Advance Collegiate Schools of Business-International (AACSB – International) has identified over twenty-four tertiary level institutions that have included social entrepreneurship as a part of their business college and or business curriculums.

With social entrepreneurship being perceived by many as a new way of stimulating social change, Idee Winfield believes that the implementation of community-focused service learning projects is the first step in exposing youth to the various attributes associated with social entrepreneurship. Through community involvement, youth will begin to visualize and experience the various social issues within their community and envision ways to solve these problems. Winfield states that social entrepreneurship should be promoted in primary and secondary education, and coursework should be adjusted to allow students to “see how abstract socially focused concepts can have real world applicability.” Jeffrey Soderborg, a member of the Kauffman Center for Entrepreneurial Leadership Clearinghouse on Entrepreneurship Education, is also an ardent proponent of social venture education who believes that social entrepreneurship would be more readily accepted if youth were exposed to information expounding the laurels of these initiatives during their primary and secondary academic years.

As youth expand their horizons through the establishment of entrepreneurial efforts, knowledge and exposure to information about the process involved in the establishment of entrepreneurial business effectively plays a major role in the rate at which business entities are established. A study focusing on entrepreneurial interests among black youth ages 14 to 19 identified that 75% of the youth surveyed had interest in becoming entrepreneur. The study also found that these minority youth believed that more information about entrepreneurship should be presented through their schools. They also believed that entrepreneurs have a responsibility to reinvest in their community.

Corporate Social Responsibility

Personal values often serve as the justification for entrepreneurs to focus organizational efforts on socially focused ventures. The organizational decision to forgo pursuing financial gain with the intent of using the corporations’ profit resources to enhance a community is often referred to corporate social entrepreneurship. Corporate Social Entrepreneur (CSE) is a term used to describe corporate initiatives whose primary focus is to enhance a social concern and whose secondary focus is financial gain. The corporate social entrepreneur differs from the financial profit seeking entrepreneur in the area of decisions made that affect the community and environment in which their organization functions. Research identified that in corporate social entrepreneurship business acumen serves as a factor in the success or failure of social venture initiative implementation. Research identifies that success factors associated with the implementation of social responsibility initiatives were linked to whether the entrepreneur exhibits behavior that is moral, amoral or immoral.

The amoral entrepreneur would pursue initiatives only if they were deemed acceptable by the organization as a whole. The immoral entrepreneur implements initiatives based on what can be potentially gained for self as well as for the stakeholders, while the moral entrepreneur would pursue social responsibility initiatives based on what was in the best interest of the organization. Individuals identified as corporate social entrepreneurs are individuals who are more active in community activities and are actively involved in social responsibility efforts. Corporate social entrepreneurs also are more likely to implement social responsibility initiatives based on an organization’s long term objectives.

While many corporations are looking for ways to increase their social responsibility efforts, in some regions corporate responsibility efforts are not progressing. A policy paper, “Corporate Social Responsibility in Latin America and the Caribbean,” documented that corporate social responsibility activity in this region has “stalled.” The reason for stagnation in this region is “minimal government involvement” and the lack of “private sector involvement.” It was also identified that initiatives to implement programs focusing on social responsibility are often initiated outside of the market, and then subsequently not embraced by stakeholders who reside within this geographic region.

Corporations are continually looking for ways to increase corporate advantage through their social responsibility efforts. While proponents of corporate social responsibility believe that corporations are obligated morally to engage in efforts to enhance social, community and environmental concerns, many stakeholders believe that social involvement should only be initiated if the efforts are going to strengthen the organization’s image, brand, moral or stock value. With this in mind, corporations have separated social issues into specific categories.

These categories are social concerns that are general, social concerns that are value chain based and concerns that focus on social dimensions of competitive contrast. Generic social issues are identified as social concerns that do not directly affect the company’s operation and do not have an effect on a company’s competitive advantage. Corporations are least likely to get involved or invest in projects that focus in these areas because they will not receive a high value of return on their involvement. Value Chain Social Impact issues can significantly affect a company’s operation and can have an impact on the way a company conducts business. Corporations are more likely to be involved in value chain concerns, but only after conducting due diligence studies to ensure that a return on investment will be achieved over time.

Social issues that affect a company’s financial profitability or serve to enhance or increase a company’s competitive edge are likely to be areas that a company will invest in because of the direct impact that these initiatives will have on the company’s overall viability and stability. An example of a social dimension projects is General Electric’s investment in under-performing high schools throughout the country. General Electric believes that through investing financial and professional resources in under-performing high schools in areas where they have substantial financial investment, they are investing in enhancing a community, as well as directly increasing their future employment prospects.

Whole Foods Market is an organization that has taken control of its social value position through purchasing products from local farmers. Also, Whole Foods maintains strict controls over all of the products produced and sold in all of its locations. They even have extended their social and ecological efforts through offsetting the use of in-store electricity with the installation of wind conversion generators, converting their trucks to operate on bio-fuel and trucking spoiled produce to regionally located compost sites. Though the investments in these technologies may be costly at the onset, the long term financial, civic and market exposure benefits far exceed any initial costs incurred.

In the area of corporate philanthropy many corporations are at a loss. They continue to be involved in the conflict between philanthropic giving and investor requests for increased profits. For this reason many corporations engage in context-giving programs. Context-giving programs are programs that are defined as allotting resources to specific projects that will enhance the community while simultaneously enhancing the corporation.

Examples of context-giving initiatives include the Cisco System Networking Academy, which trains computer network administrators and provides job opportunities to those who complete the program; the DreamWorks SKG film production program that trains low-income individuals in occupations that are needed in the film and entertainment industry; and American Express Travel and Tourism Academy which trains high school youth for careers in the hospitality and tourism industry. Corporations that invest in corporate-giving social venture programs are concurrently gaining positive return on their social investment, improving the economic climate of the communities where they are located and gaining positive exposure for their organizations.

At times social ventures do not have the intended impact on the community. A study focusing on the impact of community focused business ventures found that businesses started with the intent of enhancing a community often lose focus by becoming focused on profitability and competition. Competition and self-focused motivators were identified to be factors that played an additional role in the impact and economic role that entrepreneurial ventures have in community settings.

While many foundations, trusts and philanthropic organizations, accumulate and distribute resources with the intent of providing services to enhance specific community or social causes, many of these organizations are looking for ways to gain public exposure for their efforts. Organizations also attempt to leverage their gifting efforts through seeking not-for-profit organizations that are willing match the funding received. The success of funded programs is evaluated through performance outcomes and indicators, and through promoting the organization’s work through success stories provided by program clients. These methods are viable ways for funding agencies to acquire value and exposure through their philanthropic efforts and simultaneously continue their efforts to enhance the communities in which they invest.

With the social philanthropic efforts of Warren Buffet and Bill Gates gaining a high degree of attention, and many leaders engaging in activities to promote social advocacy, corporations are seeking ways to also gain exposure with social entrepreneurship. Social entrepreneurship from the corporate perspective can be defined as corporate social initiatives used by a corporate entity as vehicle to show support for social causes. In recent years, many Fortune 500 companies have implemented social ventures with the intent of enhancing their corporate image through providing funding for various social causes.

McDonald’s is one such company that has funded social causes for many years. McDonald’s primary social venture is the Ronald McDonald House Charities. The Ronald McDonald House provides lodging for the families of adolescents, ranging in age from birth to 18, who are receiving critical care for illness in communities that are away from their community of residence. The Ronald McDonald House allows families to reside in these temporary living facilities throughout the child’s period of treatment at no charge.

The Federal Express Corporation also funds programs focused on the implementation of socially responsible programs. FedEx is a supporter of St. Jude’s Children’s Hospital and has been acknowledged by Reader’s Digest as one of “Americas Best Charity Minded Corporation.” Federal Express has also been recognized for providing funding for numerous community and civic organizations, including March of Dimes, Heart to Heart organization, an organization that focuses on delivering food and health resources globally, the United Way and the National Civil Rights Museum. These are just a few of the charitable initiatives that allow Federal Express to present itself as a socially conscious organization.

Virgin Mobile has partnered with Youth Noise, a not-for-profit organization that brings youth together for networking and brainstorming opportunities, and Stand Up for Kids, the largest all volunteer not-for-profit organizations in the United States, to implement an initiative to expand its corporate social responsibility activities. The project involves recording artists donating ring tones to Virgin Mobile and through partnership agreements, 5% of the proceeds received through ring tone sales are donated to various “Virgin Mobile Charity Partners.” This initiative, established in June 2006, is being positioned to raise over $250,000 annually.

For social ventures to gain global acceptance, corporations need to become involved in ventures that allow employees and consumers to see the social, community and external benefit of these ventures. This process is identified in countries south of the United States, where the concept of social responsibility is one that has been embraced by many but implemented by few. Many government organizations expect non-government, or private organizations to take responsibility for ensuring the stability and longevity of the resources throughout this region while the private sector is looking toward government agencies for intervention.

Paul Van Putten, is an educator, entrepreneur and business consultant in the areas of social entrepreneurship, entrepreneurial start-up, marketing, media management and leadership engagement. Dr. Van Putten has seamlessly transitioned between both academic and corporate environments having served as a College President and Corporate CEO. He has also served as a consultant with national and international organizations. http://www.nationaletc.com

Article Source: http://EzineArticles.com/?expert=Paul_Van_Putten

You can identify target market by conducting International Market research activity that will give you detailed knowledge of opportunities in International market. It can confirm that an opportunity actually exists in a particular market and can help you to understand the market’s characteristics. It can give you insight into how a new market can be developed. Most important, it helps you to identify needs of your potential customers and factors influences their buying decisions.

Types of Market Research

There are two main types of market research: secondary and primary.

Secondary research
This can be done by using data and information gathered from periodicals, studies, market reports, books, surveys and statistical analysis available through various sources like chambers of commerce, economic development organizations, industry and trade associations, websites, libraries and government sources.

Primary research
This can be done by using data and information gathered by Interviews, Focus groups, Mystery shopping etc. Primary research almost always demands personal involvement through interviews and consultations. Your foreign or domestic contacts will be able to help you better if you state your company’s objectives at the outset and present your questions clearly.
Though Market Research is a complex process but following three simple steps will help you to identify target with secondary research approach.

Step 1: Collecting data

- Collect statistical information of related sector that show export data of your product or service to various countries. You can collect those data from various sources like periodicals, studies, market reports, books, surveys and statistical analyses published by chambers of commerce, economic development organizations, industry and trade associations, Export promotion councils.

- Many country’s concern Govt. dept. publishes export-import statistic data on their websites also. For Example, in India, Ministry of Commerce & Industry’s website- http://commerce.nic.in/ publishes export-import data categorized by HS code.

- Other online sources like Comtrade also publishes International trade statistic data.
Step 2: Screening

- From those collected data, select 5 to 10 countries where your product or service has maximum volume of export from your country. Check them over the past three or five years to know whether growth been consistent year-to-year? Did import growth occur even during periods of economic recession? If not, did growth resume with economic recovery?

- Also select some smaller emerging countries that may hold ground-floor opportunities for you. If the market is just beginning to open up, you may not have as many competitors as you would in an established market.

- Screen and target three to five of the most promising countries for further analysis.

Step 3: Analysis

- Analyse market trends and situation of those screened countries that could influence demand for your product or service. Calculate the overall consumption of your products or services category and identify the amount imported.

- Study the competition, both domestic and non-domestic. Look at each competitor’s market share.

- Identify what affects the marketing and use of the product or service in each market, such as channels of distribution, economic situation, cultural differences and business practices.

- Identify any foreign barriers (tariff or non-tariff) for the product or service being imported into those country affecting exports to the country.

- Refer websites of WTO, Euro monitor, Country reports and screened country’s specific business portals which will help you more to analyse current market trends and situation. There are many other sources on Internet, publishing useful information on current global market trends and situation.

After completing these three steps successfully, you will be able to identify your target market and restrict your marketing efforts to those countries only. New-to-exporting companies should concentrate on fewer than ten markets. One or two countries are usually enough to start with. You can then begin to develop your export marketing strategies and plan accordingly.

International market research activity needs expertise work so recommend you to get expert’s advices on performing research activities because if you have identified your target market wrong, all your efforts for export marketing will go waste from the first step itself.

About The Author

Azaz Motiwala is a marketing consultant and CMD of IKON Marketing Consultants India, a leading marketing consultancy company assisting corporate companies and SMEs with expert advices and solutions on various areas of marketing. http://www.ikonmarket.com