Different Values

The term “entrepreneur” is derived from the French language and means “one who undertakes (some task).” Entrepreneurship is indeed an enormous undertaking. Many of the qualities that make people great employees do not translate well into entrepreneurship, and vice versa. Both employees and entrepreneurs want the same thing: financial stability. But employees and entrepreneurs have completely different values, and therefore, take different approaches to achieving financial stability. Identifying which group to align with is one of the very first tasks to accomplish.

Views on Failure

Many of us were raised to try and avoid mistakes, as their consequences can be dire and difficult to rebound from. As a result, many people fear failure, are risk averse, and will hesitate, or even neglect, to take necessary courses of action in their businesses. An entrepreneur understands that it is impossible to avoid risk, and failure is sometimes a reality of doing business, but is never finite. Entrepreneurs consider failure, but only as part of determining the most direct route towards an outcome, and should never be feared or avoided.

Delegation

Most employees buy into the idea that each person should be judged and rewarded for their individual efforts. Consequently, many employees spend their time specializing in particular fields where they can be lauded as “the best” in that area. Entrepreneurs believe in cooperation as a means of getting more done with less resources, and they leverage the individual talents of many towards a common goal.

Security versus Freedom

Many people that go into entrepreneurship do so as a means to seek the security they feel is lacking at their jobs. The problem with this mentality is that many business ventures require time, and sometimes major adjustments, before turning a profit, making security extremely illusive. An entrepreneur goes into a venture to express a level of freedom that cannot be achieved as an employee. Many entrepreneurs sacrifice their own personal security for the sake of creating a stable enterprise, refraining from taking money out of the business in the initial stages, which sometimes lasts for months, or even a few years.

Innovation

Many people do better as employees because they prefer to be supervised. Employees prefer to leave the actual strategy and much of the big picture planning to the executives and supervisors. On the other hand, entrepreneurs look for opportunities to improve old systems or create new ones. They are self motivated and require very little supervision.

Evaluating Opportunities

Employees tend to judge opportunities based primarily on cost in dollars and cents. Employees prefer to trade their time for the predictability of a steady paycheck. Entrepreneurs evaluate opportunities based on value. Entrepreneurs often leverage money to save time and other resources, or they trade their time for the prospect of learning a needed skill or building a business relationship.

Responsibility

Employees prefer to take responsibility for their own work or projects they are directly in charge of. Many employees do not feel directly responsible for the success or well-being of the company they work for as a whole. Entrepreneurs prefer that the company’s success begin and end with them. They take responsibility for everything that happens, whether or not their direct actions are involved.

In closing, there is no right or wrong way to travel the road to financial stability. There are both pros and cons to each approach. Making an honest assessment of yourself and your inclination towards one method or the other will save you a great deal of time, effort, frustration and expense. But as usual, don’t just take my word for it…take it for checking!

The transition to entrepreneurship is easy with a mentor. Kafi Tamu Burris (aka The ORIGINAL Rat Race Refugee) has been a full-time entrepreneur since 2005 and is an expert at teaching internet marketing domination techniques. Click here to access FREE internet marketing strategies.

Article’s Original Source.

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People like creativity simply because it is fun. We reconnect with the pure pleasure of getting something that did not exist before. When we create we forget our problems, we are just being, the child comes out, we connect with ourselves and it simply feels good. Our energy pours from the inside to the outside and leaves our imprint, the object of our creation becomes an extended part of ourselves. Creativity also lives in a time and purpose vacuum. The worst enemy of creativity is a good idea.

People like innovation because it implies progress. When we innovate, we have a structure. Innovation becomes change. To change we need the reference, the constraints, the structure, the present, what is there. When we do things differently, we are also creating, but we create with a purpose, fun stops until we reach our goal. Thus, innovation has less power as a self-expression than creativity.

Then we come to the field of entrepreneurship, one of my favorite topics. Entrepreneurship is more about creating wealth than it is about creating a company. It is closely linked to creativity, entrepreneurs MUST have something NEW to offer. It is related to innovation, entrepreneurs MUST find new ways of getting in the market, making something new, doing things differently.

When we check most new businesses, they are me-too’s, and most so-called entrepreneurs are people who have bought themselves a job. They don’t create, innovate or add wealth. They shift what exists to a different person.

Entrepreneurship then is the process of exploring how to add value to others in a new or different way. Entrepreneurs capture that value in the form of wealth, and then that wealth with others: clients, users, employees, suppliers, community, governments, etc. To understand that being creative and being innovative is not enough and to be aware that there is a maximized value waiting to be discovered or created, is what entrepreneurs do best when they plan, then they take action, and finally, they evolve.

It is not a matter of luck as most people link entrepreneurship with creativity and innovation. If you don’t have anything, you create. If you have an unwanted present, you innovate. If you want to create wealth, you give that creation or innovation, the best chance. You don’t need money to create wealth, you need creativity and innovation.

It is by thinking and taking action, by consciously discovering where the creations or innovations have the highest perceived value that entrepreneurs build their wealth… and by doing so, create prosperity beyond themselves. It is not about becoming rich but building wealth.

Without the notion of creating wealth, creativity and innovation can’t find a place in the market. To be able to distinguish where the highest value is, who is the ideal customer or client is to bring prosperity to our communities, and to act upon that thought, is what entrepreneurs thrive at.

There are many tools and methods that capture how entrepreneurs create wealth. It is not an art, or a science. It is the conscious effort of making the best of a product or a service, to find those who value it best, and capture that value, what lies inside the entrepreneur.

Creating wealth escapes the obvious, and creates new valued propositions. Sometimes we use innovation to improve what is there, but most likely, the best results come from a free, playful, fun exercise of creating wealth. Whatever you do to create wealth will improve your skills and build up that wealthing muscle. Even if you compose a song in tribute to your wealth when you are showering!

Here is to your wealth and joy,

Alicia Castillo Holley is an international expert on entrepreneurship and innovation. She has started 9 companies and one not-for-profit, raised millions of dollars and trained thousands of people. She’s a recognized author, speaker and seminar leader.
http://www.wealthing.com

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If you do not have enough time to enroll in a regular course then do not stress it. You can always join a distance-learning course and attend classes on the Internet. In other words, you can learn entrepreneurship online. Not only is this convenient but it is also a whole lot cheaper. Many accredited universities also offer online programs for working professionals.

Here are some of the programs that would be of interest to you. If you have an associates degree or a high school diploma then you can opt for this course that teaches things like marketing management, entrepreneurial finance, product development, business law, and so on. If you want you could go for a bachelor’s degree course in Business Administration or Small Business and Entrepreneurship. If you are working full time then you should go for an Associate or Bachelor degree in Business Administration or Entrepreneurship that permits you to take classes on the Internet.

If you are already a graduate then you can also do your MBA (Master’s of Business Administration) online. The MBA course will teach you how to analyze your business and develop the right strategies, how to write business plans, and also introduce you to several case studies of businesses and their marketing strategies.
Business communication is another vital aspect of entrepreneurship and you can get a Masters of Arts in Business Communication from many good online universities.

Online education through a virtual campus is slightly different than attending a college full time but for the most part it is a good experience. Your classroom is waiting for your 24 hours a day and you can just hook up to the Internet and continue your education when you find convenient. Some universities even include video options where you can chat with faculty and other students to make the whole thing more personal.

If you believe that you have what it takes to be a successful entrepreneur then should seriously consider taking one of the above courses to sharpen your skills with a bit of formal education before starting your business.

Steve Seah, a Singaporean Chinese studying entrepreneurship. Wants to share his understanding about entrepreneurship and strategy of wealth creations with the world. To grab free reports and ebook, visit http://www.mywealthcreationstrategy.com and/or http://www.entrepreneur2b.com

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The role of the entrepreneur, or enterpriser, is to turn a business idea into a new business, or inject new life into an old one. At every stage of the process – from the initial big idea through to planning it and implementing and beyond – the entrepreneur can learn from the experience of others who have been there before, following the example of clear practices and precepts. In fact, many entrepreneurial successes have earned their fortunes in exactly this way.

However, there is a basic question which every firm is faced with eventually. Do you attempt to make the business grow, or are you basically happy with what you’ve got? If the answer is the latter, which perhaps reflects the traditional image of the smaller firm, then you are out of date and in a small minority.

The majority of firms are committed to growth. But in a climate of intense competition, you can’t expect to grow without entrepreneurship and innovation. And it just so happens that intense competition is a permanent feature of the new economy.

Innovation, though, always carries a certain risk, to which many – including those who wish to grow their business – seem averse, especially proprietors. According to a survey, 30% are ‘unwilling to pursue any risky growth strategies’. The figure of the unwilling is only 18% among non-proprietorial managers, though, proving they are a more go-ahead bunch altogether.

However, just a fifth of the managerial types concur that ‘Growth is all: we can’t survive in this business unless we grow. Success only comes from taking big chances, and I would risk a lot for a strategy which promised to deliver strong long-term growth.’ Those rather intimidating words might help to explain why as many as three-fifths of the firms replied in favour of relative safety, opting for a ‘medium-risk strategy – if growth prospects are reasonably good.’

But in any case, growth doesn’t seem to be the leading objective. The majority of firms ranked profit as ‘very important’, with growth next on the list (albeit quite close), followed by market share, steady employment and value for sale.

But success is divided equally between profitability and growth – both are needed, as are innovation and entrepreneurship.

The above article was written by Robert Heller, renowned entrepreneurship expert and co-author of business management website Thinking Managers along with world renowned thinker and creativity expert Edward de Bono.

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Below are 5 reasons why social entrepreneurship has become an employment alternative.

* Due to the recorded unemployment and employee dissatisfaction, social entrepreneurship has become a feasible employment alternative and at the same time solving some of our biggest social issues. Social entrepreneurs usually come up with new solutions to social problems and then carry them out in a large scale. They use inspiration, creativity, courage, fortitude and direct action to create a new reality that leads to sustaining social benefit and better future for everyone.
* Social entrepreneurship is a combination of business entrepreneurship and social change thus it offers people the opportunity to earn a living and living one’s passion. It is a field with distinct and shifting interpretations. It utilizes business principles to accomplish social purpose or execute some social change whether domestic or abroad. Social entrepreneurs are not afraid to challenge the world’s biggest problem. They recognize extraordinary potentials and are committed to help billions of poor people in the world to use their talents and skills to attain their potential.
* For people who only consider working for a nonprofit organization as they believe capitalism is bad, social entrepreneurship provides them an opportunity to make good money at the same time honor their nonprofit values. Some of the successful social entrepreneurs have also included the civic, governmental and business worlds supporting the mainstream public services ideas in welfare, schools and health care.
* No hassles for social entrepreneurship in terms of corporate legal structures and documentation as they can function as sole proprietorships and limited liability companies. A full business plan may be developed with market research, SWOT analysis and marketing plan.
* Since social entrepreneurship mostly involved non-profit activities, one has the option to file for exemption for income tax and sometimes property tax at the same time receives tax-deductible charitable contributions. It can generate operating support marked by government cutbacks.

Aspiring entrepreneurs who have the passion to develop social enterprises but lack the knowledge and financial capital to be successful may find this structure to be the best fit.

The Millionaire-Minded Single Entrepreneur, How to Start, Market and Grow your business on a single income. www.entrepreneurmillionairesecret.com download your free copy of How To Resolve Conflict Without Ruining Your Reputation

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Trade secrets are defined in the Uniform Trade Secrets Act, or UTSA, as information that includes formulas, patterns, programs, devices, compilations of information, methods, techniques, or processes. These must be commercially valuable, not generally known or readily ascertainable, and must be the subject of reasonable efforts to maintain secrecy. Adaptations of the UTSA have been enacted in 45 states. Legal remedies are available in the event of a breach.

Since trade secrets are so important, a plan should be in place to protect them. I have dealt with numerous trade secret issues in my workplace; my current employer has many trade secrets. There have been instances where these have been independently derived by competitors, or employees who switched jobs have carried them to the competition. One of the more successful techniques we have used to prevent this from happening is labeling secret ingredients with code names. This keeps the personnel actually using the ingredients from knowing the true nature of the material. Coordination with vendors is essential if this is attempted; any safety information that is accessible by employees about these materials must be detailed enough to reveal the hazards present, but vague enough to keep the composition of the material a secret. Other techniques include confidentiality agreements, non-compete agreements and reminders of these signed documents when an employee leaves. We also take appropriate legal action when a trade secret problem occurs.

Additional steps that should also be included in a comprehensive plan include having a company ID system to keep employees in their assigned work areas, keeping trade secret information under lock and key, marking written documents as confidential, and limiting computer access to trade secrets with passwords.

Another essential step, and probably the most important, is for someone in the company to keep an inventory of trade secrets and update it at least once a year. This duty can fall through the cracks in even the most organized companies. Details such as who knows each secret and how the secret is being controlled should be included. Doing this might seem like a thankless task, but if litigation does occur it will be indispensible.

An example of the legal repercussions an employee convicted of stealing trade secrets faces can be seen in the case of a former research chemist, who was recently sentenced to 18 months in prison and substantial fines for stealing trade secrets from DuPont. Sentencing can vary from extremely harsh to a slap on the wrist in these cases, depending on the severity of the infraction. In this particular case, the employee was caught by DuPont’s IT group, who noticed he had downloaded an unusual amount of documents prior to leaving the company.

Former DuPont Scientist Sentenced For Trade Secret Theft (http://www.informationweek.com/news/security/showArticle.jhtml?articleID=202804057)

The Uniform Trade Secrets Act (http://www.law.upenn.edu/bll/archives/ulc/fnact99/1980s/utsa85.htm)

Tom Philpott is a quality assurance professional with 18 years of experience in manufacturing. Tom is a 2008 graduate of Greensboro College and is currently enrolled in the Master’s Degree in Entrepreneurship Program at Western Carolina University. Webmasters and other article publishers are hereby granted article reproduction permission as long as this article in its entirety, author’s information, and any links remain intact. Copyright 2008 by Tom Philpott.

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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.

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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

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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.

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Culture is important in any discussion of entrepreneurship because it determines the attitudes of individuals towards the initiation of entrepreneurship. Each era produces its own models of entrepreneurship according to its specific needs of the host society, however it has been described consistently using terms such as innovative, holistic, risk taking and co-ordinating ways of behaviour. Certain cultural institutions may facilitate, or hinder, entry into entrepreneurship. Thus, it is proposed that the culture of societies and the charateristics of people living in these socities, impacted by certain innate personality traits, will influence the degree to which entrepreneurship is initiated.

It appears that there is a significant relationship between entrepreneurship and cultural specificity, combined with an intuitive response by individual members of the society, albeit part innate and part cultural conditioning. Certainly, the cultural context in which persons are rooted and socially developed plays an influencing role in shaping and making entrepreneurs, and the degree to which they consider entrepreneurial behaviour to be desirable. Cultural dimensions that are significant to the extent to which entrepreneurial behaviour is supported by a society have been identified as: communal versus individual; conformist versus divergent; and equal versus elitist.

Furthermore, the role of the family, immediate and extended, is recognised as having the potential to make a positive contribution towards entrepreneurial behaviour through the provision of inter-generational role models. Finally, the profile of an entrepreneur which emerges through the study is one who is intelligent and analytical; is an effective risk manager and networker; possesses a strong set of moral, social and business ethics; exhibits a basic trader’s instinct; and is dedicated life-long learning in its many forms.

- Thanaseelan, click on http://www.worthofwordplay.blogspot.com to view his main blog. Don’t forget to check out the categories on his blog.

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