Essay on Entrepreneurship

Introduction

Entrepreneurship is a term that is widely applicable in the world of business. There are different definitions of the term entrepreneurship. The first definition identifies entrepreneurship as the process of creating a new business, with a view of making profits while bearing in mind all the risks that are involved. Different scholars have had their opinions about the description of the term entrepreneurship, including Stevenson, a renown expert in the topic. He defined entrepreneurship as the pursuit of opportunity beyond resources controlled. His definition is still widely applied by many in the world of business (Venkataraman, 2019). The second definition is linked to one Frank Knight, who defined it as the bearing of uncertainty and responsibility for risks within the financial market. Joseph Schumpeter also contributed significantly by defining entrepreneurship as the creation of new things in search of profits. Schumpeter also asserts that the role of creating new things is not only left to companies and other businesses but also individuals who make efforts in the area. The researcher introduced the concept of creative destruction to mean creation and invention of a new idea in the market that calls for the demise of the existing competitor. For instance, the emergence of Smartphones killed use traditional means of communication, such as telephone boots and regular use of letters. As such, Joseph Schumpeter contributed significantly as the term creative destruction is universal in the marketing. Marketing is a lucrative field that requires creativity for one to make an impact in the market. Fourth is Israel Kirzner who defined entrepreneurship as the process that led to discovery. It is important to note that most of the definitions by various scholars share a familiar concept, risk-taking and opportunity exploration.

A venture is considered as a small business that is started by one individual or groups with a view of gaining financially. The profits from the investment benefit all the backers of that particular project or business. There are many different ventures that an individual can offer to invest in. An enterprise should aim to make a financial gain to the individual or group that invested. The risk-taking tendency by entrepreneurs and the idea of profit making coincides with the typology of entrepreneurship. Examples of entrepreneurship ventures that many can get into include gazelle, microenterprise, small/lifestyle and medium enterprises.

A gazelle enterprise is a business venture that experiences rapid growth annually for period of over four years. Revenues of such an enterprise increase yearly by over 20% and must have a base capital of at least $100,000. Such companies experience high sales growth rates regardless of their size. However, most of such business ventures operate on the lower end of the scale. Company growth can be measured by the turnover or the number of employees working for the enterprise.

The second entrepreneurial venture is a microenterprise that employs a small number of people, usually less than 10. Microenterprises are started by small amounts of capital and they specialize in providing goods and services within its locality. All microenterprises venture into simple product lines and operate on small scale. Microenterprises contribute largely to the economy as they create employment. Business owners in such ventures enjoy small profits, which they use to improve their standards of living. As such, microenterprises agree to the typology of entrepreneurship by making profits for those who invest.

Small or lifestyle enterprises are business ventures started with aim of sustaining or maintaining a certain level of income. Such enterprises aim at sustaining a certain level of lifestyle for the entrepreneur. They employ a small number of people and maintain certain level of assets for owners. Lifestyle enterprises play a key role in employing people at the same time maintains a particular lifestyle for the owner, thereby, complying with the typology of entrepreneurship.

Medium size enterprises employ between 50 and 500 employees depending on the legislation in that specific nation. Such enterprises have a specified value of assets and in the UK, they have less than 250 employees. In the year 2013, there were over 5.2 million medium sized businesses, which comprised of over 99% of enterprises in the country. The aim of medium business enterprises is to make profit like any other entrepreneurial venture. As such, medium sized business enterprises agree to the typology of entrepreneurship.

According to Wennekers and Thurik (1999), a Schumpeterian entrepreneur is one who aims at capitalizing on the existing entrepreneurial abilities to make profits. In other words, a Schumpeterian entrepreneur will assess the current businesses that are operating and think of better services to people. The Schumpeter concept is Austrian. Existing product and service lines in the market require improvements for better service delivery (Wennekers & Thurik, 1999). A Schumpeter entrepreneur is an individual who capitalizes on such opportunities with a view of providing better services while making profits. An intrepreneur is a person who works for a particular organization and identifies better ways to improve quality and service delivery to customers. Innovative product development and marketing is the role of a manager working for that specific organization. As such, the manager is referred to as an entrepreneur. Managerial business owner is an individual who invests in a venture and entirely owns the business. Administrative business owners are not responsible for innovation and creative destruction in the market as these remains the work of managerial entrepreneurs. The main difference between the three terms described is that an administrative business owner is responsible for financing the venture while the rest work for the owner to ensure innovation and product development. A similarity known among the three types of entrepreneurs is the fact that they all aim to make profits for the owner of the business.

Miles & Snow (2009) classified organizations into four types, including prospector, defender, analytical and follower businesses. A prospector implies an organization that has difficulties in locating and exploiting a new product in the market. Such ventures require constant examination of the continually changing business world to succeed. The element of unpredictability makes a continuous check-up of the market a necessity to establish strategic production. According to the two researchers, prospector organizations have comprehensive product and service lines. Production in such cases prefers to promote creativity to efficiency. Defender organizations are defined as those entities that cannot survive in unstable environments (Miles, Miles, Snow, Blomqvist & Rocha, 2009). Their worry is how to maintain their current market share hence the need for them to operate in a relatively stable business environment. Cost leadership and specialization in a specific product line can well help solve the problem. Analyzer organizations refer to those that have both prospector and defender organization characteristics. They face a challenge of establishing in new markets and at the same have a problem of maintaining their current market share. Follower organizations refer to organizations that do not make long-term plans for business but instead ensure that managers study the dynamic world fast enough to cope with the changes.

Steve Blank in 2010 asserts that there are four types of entrepreneurs, namely small business owners, scalable, large business owners and large entrepreneurs. Small business owners face known risks in the market as they venture into product lines and services that are already known. A scalable business idea digs into the existing opportunity and turns it into a larger business through the expansion of its business activities. The aim of setting up such business entities is to take over the existing market and turn it out to make huge profits. On the other hand, a large business is an entity that has over 5000 employees or has a high financial turnover of over 1.5 billion Euros in a year (Blank, 2010). Any venture that does not feature any of the two characteristics or both of them cannot be termed as a large business. Social entrepreneurship involves start-up companies raising funds to solve cultural, social and environmental problems.

The data presented is indicative of the importance of having small businesses and startups within the economy. The data is extracted from the office of national statistics in the United Kingdom. Moreover, the data presented include information regarding micro-businesses and small businesses contribution to the economy of the region that they operate. For instance, from the year 2010 to 2017, the country has been registering an increasing trend indicating that such businesses play a crucial role. On employment, micro-business ventures employed over 4,618,315 people in 2010, and by 2017 (“Employment – ONS”, 2019), the number of those depending on such businesses rose to 5,491,009. On the other hand, small businesses employed over 3,785, 801 people in the year 2010 to a whopping 4,450, 716 by 2017. As such, micro and small businesses within the economy play a key role in ensuring increased employment opportunities as indicated by statistics from the national office in the UK.

Another vital aspect presented in the data provided is the turnover involved annually in the event of operating such businesses. Like the data on employment, the turnover for both micro and small businesses has been fluctuating from the year 2010. It is also critical to note from the data that in some years, the turnover reduced instead of increasing. For instance, in 2010 the turnover for both micro and small businesses was 589,871,148 and 549,139,326 billions of Euros, respectively. In the following year 2011, the turnover reduced to 552,345,550 and 508,579,840, respectively. However, the figures have increased as of 2017 to 791,771,342 and 616,807,735 respectively. The growth in the turnover of micro and small businesses is a clear indication that they contribute positively to the growth of the economy in the United Kingdom.

In terms of inventory and general count, micro and other small businesses have significantly contributed and have seen an expansion. This is indicated by the data provided as the numbers have changed from 2010 to 2017. In the year 2010, micro-businesses had a count of 1,861,590, which increased to 2,386, 740 by 2017. Additionally, small businesses increased their count from 196, 520 in the year 2010 to a whopping 231, 715 in the year 2017. The graphs provided indicates the trend that has been experienced in the economy in regards to micro and other small businesses. Such ventures are contributing positively to the economy of the United Kingdom.

Small businesses and start-ups play a crucial role in the growth of the social economy. Social economy comprises a diversity of enterprises and organizations sharing common values and features. Such may include cooperatives, mutuals, associations, foundations, paritarian institutions and social enterprises who value social objectives over capital. The first and most important role that the businesses play is the creation of employment (Burns, 2016). For instance, in the United States in the year 2015, small businesses and startups created over 1.9 million jobs. There are over 30.2 million small businesses in the United States who employ approximately 58 million people. As such, small businesses contribute primarily to the growth of the economy by creating jobs.

Second, small scale businesses and start-ups contribute by ensuring that the GDP of the country grows. Social economy contributes to the overall GDP sum and its growth projects more taxes to be paid. A small business thriving locally will have more to give as taxes to the local government and hence a contribution to the GDP. Such money can be used locally to develop infrastructure within the community. As such, small businesses play a vital role in ensuring that the well-being of the community improves in the long run.

Small businesses quickly adjust to changes in the economic environment and act as a cushion to the local economy in cases where large businesses have failed. This is because in cases of unpredictability in the market, small business owners are customer-oriented and can flex quickly to suit the needs of the market. Large businesses have few options in case of a similar predicament and may not help the local economy as anticipated. As such, all small businesses around the world contribute positively to the growth of the social economy as their interest is not capital-driven.

Blank, S. (2010). What’s A Startup? First Principles.  Steve Blank .

Burns, P. (2016).  Entrepreneurship and small business . Palgrave Macmillan Limited.

Employment – ONS. (2019). Retrieved 23 July 2019, from https://webarchive.nationalarchives.gov.uk/20160105164129/http://www.ons.gov.uk/ons/taxonomy/index.html?nscl=Employment

Miles, R. E., Miles, G., Snow, C. C., Blomqvist, K., & Rocha, H. (2009). The I-form organization.  California Management Review ,  51 (4), 61-76.

Venkataraman, S. (2019). The distinctive domain of entrepreneurship research. In  Seminal Ideas for the Next Twenty-Five Years of Advances  (pp. 5-20). Emerald Publishing Limited.

Wennekers, S., & Thurik, R. (1999). Linking entrepreneurship and economic growth.  Small business economics ,  13 (1), 27-56.

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Essay Samples on Entrepreneurship

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Best topics on Entrepreneurship

1. What is Entrepreneurship in Your Own Words

2. What is Entrepreneurship: Unveiling the Essence

3. Social Entrepreneurship: Harnessing Innovation

4. Evolution of Entrepreneurship: Economic Progress

5. Importance of Entrepreneurship: Economic Growth and Societal Transformation

6. Entrepreneurship as a Career: Navigating the Path of Innovation

7. Corporate Entrepreneurship: Fostering Innovation

8. Challenges Faced by Entrepreneurs: Innovation and Success

9. 300 Words About Entrepreneurship: Navigating Innovation and Opportunity

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Entrepreneurship - Essay Samples And Topic Ideas For Free

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Concept of an Entrepreneur in Business Essay

Introduction, reference list.

This essay talks about an entrepreneur. It seeks to define who an entrepreneur is, how one becomes an entrepreneur; whether he is born an entrepreneur already or whether he acquires the skills of entrepreneurship in life. It will therefore, examine various aspects that are likely to influence one into entrepreneurship.

It will analyze character traits inherent in an entrepreneur. These include an individual’s level of innovation and creativity, his ability to recognize and take up opportunities and the amount of risk one is willing to get into when starting a business.

It will focus on the effect of family and upbringing upon one in becoming an entrepreneur, the effect of culture and various policies by different governments and their impact upon an individual. At the end of the discussion, it will be established that an entrepreneur is both born and nurtured. One’s environment plays a critical role in shaping one’s ideas and character into becoming an entrepreneur.

An Entrepreneur

This is a person who ventures into a business despite the risks inherent. He plans, starts, and runs the business growing it to maturity. Unlike a business man who runs a business and becomes part of a larger business community, an entrepreneur takes the risk to star up a new venture, which he expands and grows to a full business empire which he is master.

What Makes an Entrepreneur

Two propositions have been put forward to explain an entrepreneur. One is that he is born and not made and the other is that he is nurtured and not born. Those who argue than an entrepreneur is born posit that some people are born with certain innate characteristics necessary for entrepreneurship.

These individuals are more likely to take risks, identify and take up business opportunities and are more welcoming and ready to explore new experiences that seem promising to their businesses.

Some, like Shane (2010), argue that entrepreneurs are made. They further state that anyone has the capability of making an entrepreneur. All one needs is a passion, determination and good mentorship to become a good entrepreneur. The difference is that these people need to work harder than those born with characteristics of entrepreneurship.

To some extent, learning and adapting these skills by nurture is of benefits as an individual learns them from professionals who will guide him on how much of the skills are beneficial, and to what extent do the skills become harmful. This is unlike one who is born with the skills and does not know how to regulate them to attain balance between enough and too much.

For instance, an individual born with the traits of risk taking might overindulge to take risks even when failure is inevitable. One who learns the art of risk taking will be cautioned that some risks are not worth taking. It has been established that many entrepreneurs fail to succeed because they are too confident and reliant on their innate skills than those that they learn (Mount, 2009).

A survey from a business training program at the University of Southern California found out that people who got such skills through formal training and coaching were more likely to succeed than those who did not get such training at all.

Students learnt to sell items they were not even familiar with or which their cultures and religion prohibited them from associating with. Another study in Peru of women banking entrepreneurs showed that women who attended business training lessons increased their sales by 16% than those who did not.

Entrepreneurship requires persistence, optimism and hope that things will be well, coupled with hard work to attain one’s goals. These traits can be learnt and acquired by anyone who wishes to acquire them.

Scientific Proof

Scientific studies have been done on this topic to determine whether entrepreneurs are born or made. Scott Shane, a professor of entrepreneurial studies at Case Western Reserve University, co-directed a study that observed entrepreneurial activities of identical twins who share 100% of their genes.

The study concluded that 40% of entrepreneurial skills were inherited, while the other 60% was acquired through interaction with the environment.

Exposure to an entrepreneurship environment has tremendous effects on influencing persons, who would otherwise not venture into entrepreneurship. This is according to a study at Munich’s Ludwig Maximilians University which found out that such exposure had influence on 18% of students who had never dreamt of becoming entrepreneurs (Klein, 2010).

The two aspects of nature and nurture exist in interplay at making entrepreneurs. In spite of the lessons and exposure, one has to have the right attitude and confidence needed by an entrepreneur to make one.

On the other hand, one might possess the right attitude and traits necessary for entrepreneurship, but not have the right knowledge on how to handle contemporary challenges in the business world. The skills might end up being wasted.

Traits of an Entrepreneur

As an entrepreneur, one must be able to think of ways, and in some cases alternative ways, to get things done. One needs creativity and an innovative mind that thinks fast how possible to carry out plan or achieve some goal.

  • Opportunity Recognition

An entrepreneur must able to recognize opportunities and take advantage of them to improve his business. A number of entrepreneurs have confessed to having strong intuition. They are able to predict trends and ‘feel’ that some venture is worthy or risky taking. They should be keen in analyzing market trends and whenever they spot an opportunity, they should take it up immediately.

  • Risk Taking

An entrepreneur is a risk taker from the onset of his start-up of a business. He goes out to venture into the unknown with possibility of success or failure.

Even when a business suffers setbacks, as it sometimes will, an entrepreneur should push on, and not pack up and leave. He is required to take up opportunities whenever he spots them. This is a risk as he is not certain whether they will pay of well, but he takes them up any way (Deakins & Freel, 2006).

An entrepreneur should be ready to live without a paycheck. This means that the venture has some ambiguities about the amount he will be taking home. It can be none or a lot. This is a risk he must embrace and be ready to work through. It is for this reason that many people prefer to take up jobs instead of entrepreneurship to guarantee their pay on a regular basis.

The Effect of Family, Upbringing and Environment on an Entrepreneur

Many entrepreneurs are made as a result of encouragement from their parents and family members. Up to 70% of them went through some ‘event’ during their childhood that shaped their desire to become entrepreneurs. This event could be bereavement of a significant family member that exposed the child to some sort of financial struggle (Gubrium & Holstein, 1993).

While the above case is true to a number of entrepreneurs, some do not have to go through any hardships. These are born into families where significant members of the family are entrepreneurs and influence them into the area.

They could start running established family businesses and then later develop entrepreneurship ideas that will expand the business or venture on their own. In such cases, these persons receive full support of the family by encouragement and financial support to attend college and receive necessary sills.

In some cases, the family may be passive to entrepreneurship activities but the individual has passion for certain business ideas. He may not receive support from his family, but the family may not also oppose his ideas. In such a case, the individual has to go out on his own to a large extent to start up the business.

Sometimes family may inhibit one from becoming an entrepreneur if they have witnessed bad experiences from such a venture. A real entrepreneur understands that entrepreneurship is about risks and will not back down from pursuing his ambition.

According to Aldrich (2003), the way one is also brought up can influence his desire to become an entrepreneur. If skills such as saving, budgeting, and raising money earning money are imparted on him from a tender age rather than being given freely, one can grow up knowing that they have to earn money and that every case is an opportunity to earn.

The opposite is also true. For a child who is not encouraged to earn money through various ways, but relies on parents and guardians for support, they may not know the importance of earning their own money. The child will grow up relying on others and is likely to seek employment more than start up a business.

Lastly, the environment is critical in shaping one’s entrepreneurial skills and ambition. If one grows up in a family or community with a substantial number of entrepreneurs, he interacts with them more than with other people. These interactions are likely to shape his desire of becoming one too.

Poverty is another environmental aspect that can turn one into an entrepreneur despite his real ambition. The child, due to lack of financial ability to see him through to college, may be forced to start up small business to meet his needs.

It is evident that many people in the rural areas become entrepreneurs than those in urban areas. It is not that they are born entrepreneurs than those in the urban areas; it is because they lack sufficient means to seek higher education and get jobs.

The Effect of Government Policies

Many entrepreneurs own small businesses. Therefore, they suffer the greatest impact of governmental policies than large firms.

For instance, small businesses have been found to pay more for health policy for their workers than large businesses do. Such costs become overwhelming to an entrepreneur who, at the start up of a business, struggles to balance between branding the business and building a strong customer base.

Governments enact and control policies that touch on entrepreneurship in a great deal and if these policies are not well regulated, they adversely affect small businesses.

Inflation, for instance, is determined by interest rates set by the Federal Reserve, policies on cost of labor are controlled and regulated by the federal sector, business regulations and procedures such as licensing, certification, and permits are done by governments. These have not been favorable to entrepreneurs as they are designed in ways that benefit large businesses through economies of scale.

Governments have, however, be credited for trying to protect entrepreneurs from unfair competition from large businesses. One such policy used to protect the business is rewarding them a set percentage of government contracts.

Starting and Growing a Business

Starting up a business is a detailed task that requires an entrepreneur to lay down a concrete plan that will see him through the business. The entrepreneur then takes baby steps to grow the business to maturity. Such a process needs persistent and focus because of the many hurdles likely to be incurred.

The process of growing a business requires much similar tactics as those of starting up a business. The entrepreneur will still have to take steps at a time, although this time they may not be baby steps as he has some experiences and will have conquered the initial hurdles.

He is more familiar with the tactics involved and more confident of his actions and the direction of the business. However, he still needs to be persistent and hardworking (Kellermanns & Eddleston, 2006).

It is normal that when starting up a business, an entrepreneur will employ someone or a few people to assist him. As the business grows, it is necessary that he quits being the manager and employ a management team that will be responsible for managing the business fully.

This is recommendable for a business to avoid the owner’s subjectivity while handling issues. This should not lead to a conflict of interest between the entrepreneur and the management team as the team is directly under the entrepreneur even if they control the day to day running of the business.

An entrepreneur is a risk taker, who goes out of his way to put some business idea into practice. Anyone can become an entrepreneur with the right training. With sheer determination, he can become a successful entrepreneur.

One needs to be innovative and have a creative mind that seeks ways of solving issues, be able to recognize and embrace opportunities is they present themselves, and be willing to take risk as long as it is reasonable promising.

Aldrich, H., 2003. The Pervasive Effects of Family on Entrepreneurship: Toward a Family Embeddedness Perspective. Journal of Business Venturing , Vol. 18 (5): 573-596.

Deakins, D., & Freel, M., 2006. Entrepreneurship and Small Firms . McGraw-Hill Education: Berkshire.

Gubrium, J., & Holstein, J., 1993. Family Discourse, Organizational Embeddedness, and Local Enactment. Journal of Family Issues , Vol. 6(3): 321-345.

Kellermanns, F., & Eddleston, K., 2006. Entrepreneurship: Theory and Practice. Journal of business venturing , Vol. 7(4): 23-26.

Klein, K., 2010. Are Entrepreneurs Born or Made? Small Business , Vol.3 (1):23-26.

Mount, I., 2009. Scientists and Academics Battle out the Nature Vs Nurture Debate. Small Business , Vol. 5(2):18-34.

Shane, S., 2010. Born Entrepreneurs, Born Leaders: How Your Genes Affect Your Work Life. Oxford: Oxford University Press.

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Bibliography

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Home / Essay Samples / Life / Career Goals / From Dream to Reality: My Path to Entrepreneurship

From Dream to Reality: My Path to Entrepreneurship

  • Category: Life , Business
  • Topic: Career Goals , Dream Career , Dream Job

Pages: 2 (836 words)

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  • Bjerke, B. (2007). Understanding entrepreneurship. Cheltenham, U.K.: Edward Elgar, p.17.
  • Business.qld.gov.au. (2016). Being an entrepreneur | Business Queensland. [online]
  • Casson, M. (1982). The entrepreneur. 1st ed. Cheltenham, U.K.: Edward Elgar, p.373.
  • Krueger, N., Reilly, M. and Carsrud, A. (2000). Competing models of entrepreneurial intentions. Journal of Business Venturing, 15(5-6), pp.411-432.
  • Petty, W. and Bygrave, W. (1993). What does Finance have to say to the entrepreneur?. Journal of Small Business Finance , [online] (2), p.132. 
  • Shmavonian, K. (2012). Chairman Vu, Vietnam's Coffee King. [online] Forbes.com. 
  • Witzel, M. (2012). Case study: Trung Nguyên coffee | Financial Times. [online] Ft.com. 

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