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CHAPTER 8 (1)

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11 views15 pages

CHAPTER 8 (1)

Uploaded by

lancebuena251
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Dim e n s io n of D e v e lo pm e n t

ENTREPRENEURSHIP
Presentation
O utlinthe
• Simplify e concept of
entrepreneurship;
• Compare and contrast
different sustainable
entrepreneurial activities;
and
• Evaluate what a social
entrepreneur is.
E n t re p re n e u rs h i p
The key concept of entrepreneurship is
INNOVATION.

Fajardo (2009) - as the new or different ways of


doing things using technology, marketing, human
relations, and management. it also entails an
economical and faster method of distributing
goods.
Stresses that
entrepreneurship is the
effective and efficient way of
managing the business
capacity and quality of an
individual toward customer Fajardo (2009)

satisfaction.
Entrepreneur someone who thinks
creatively; plans
strategically; and projects
clear, realistic and objective
plans. He/she efficiently
organizes, manages and
faces the risks in a
business.
Entrepreneurs
roles abilities

• get interested in creating


• Administrator something useful to the society
/community
• Planner
• use one’s creative capacities to

• Leader the fullest by being sensitive to


what is beautiful and to the day-

• Negotiator to-day needs of


society/community
• Communicator • rely on oneself instead of being
dependent on others
• Decision-maker • be conscious and aware of one’s
society/community’s sources of
• Good follower income
Social
E
• pioneers of innovationsn t
thatr e p
benefit re n e
humanity. u r
They are drivers of change.
Together with institutions, networks, and communities' social entrepreneurs
create solutions that are efficient, sustainable, transparent, and have
measurable impact.
• Eleuterio (2000) finds these notions of business as myopic. He states that a
social entrepreneur must be a visionary, in that, he/she should see
opportunities around him/her.
• Drucker (1985) explains that social entrepreneurs are hunter-gatherers of our
culture. They look around, see where the food is, and go to get it.
Social
reneur
EntrepAdvantages Disadvantages

• Development of personal • Difficulty in raising


relationships with customers capital
and employees
• Risk of failure
• Flexibility in management
• Limited management
• Government incentives
skills
• Knowledge of record-
• Lack of opportunities
keeping techniques
• Independence for employees
Services types of Entrepreneurial
Retailing
activities

concerned with selling certain


common forms of profitable
goods that usually satisfy
entrepreneurial ventures;
potential and existing
customers.

• Food services
• Storekeeping
• Lodging • Personal
• Pricing services • Repair and
• Advertising • Financial maintenance
• Record-keeping • Recreation • Rental
• Maintaining and tourism
• Transportation
inventory
Social re s p o n s i b i l i t y o f
Entrepreneurs
• Adopt a mission to create and sustain social (not just
commercial) value.
• Recognize and relentlessly pursue new opportunities to
serve that mission; engage in a process of continuous
innovation, adaptation and learning; and act boldly even
with limited resources currently at hand.
• Exhibit a heightened sense of accountability to the
constituencies served and for the outcomes created
Philanthropists

A successful businessperson is one who also


helps the less privileged in the society. He/she
donates a considerable amount of money to a
foundation that, for instance, supports early
childhood education or sets up hospitals in
poverty-stricken areas.
Activists
who put pressure on policymakers and the public to stop a
specific practice are not social entrepreneurs

Companies w i t h a Fou n d a t i on
The priority of a company is to make money for its shareholders. This
is not an example of social entrepreneurship practice that subsumes
value appropriation at the service of transforming social and
environmental conditions.
Developing a B u s i n e s s P l a n
Planning involves asking
Characteristics
and answering the ff:

a. What to do • Realistic
b. How to do it • Based on felt needs
c. When to do it
• Flexible
d. What to expect in the
• Starting with simple
future
projects
Criteria for Bu s i n e s s P l a n n i n g

• Clear objectives
• Satisfactory accomplishment of objectives in terms of
quantity, quality, time, and cost
• Provision of guidelines to attain objectives
• identification of departments/units involved
• A set time frame or duration
• Specified resources and corresponding costs
• Designated and accountable officers/executives

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