entrepreneurship and early school leavers · presentation title | presentation subtitle 20...
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Entrepreneurship
and
Early School Leavers
Dr John Byrne
Dublin Institute of Technology
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A QUICK REMINDER…
CESSIT
CREATIVITY ENTREPRENEURSHIP
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Part 1
Recognising and Fostering
Entrepreneurial Potential
in
ESLs
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Research Study by CESSIT in Summer 2009:
Earlier Session:
Survey of Educationalists and Trainees
Assessment of Hard and Soft skill-set requirements for Trainers in
Entrepreneurship
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General know ledge
Specif ic know ledge
Didactics
Psychology
Social w ork
PC/ICT skills
General overview of labour market
Foreign languages
Developing other
Impact and influence
Leadership and team coordination
Self-confidence
Communication
Customer orientation
Planning and organising one’s w ork
Proactive approach
Stress resiliency
Creativity
New educator Average educator Skilled educator
From previous-session –
Competence Model for Entrepreneurship Educators
The general competency model
of educators shows differences
in required minimal levels of
various hard skills and soft
skills among new educators,
average educators and skilled
educators. It also illustrates the
development of separate skills
during the educator’s career.
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Trainers‟ Ranking of Desirable „Hard‟ Skills for
Educators in Entrepreneurship
• Primary University Degrees, in the case of educators
• Above-standard level of General Knowledge
• Above-standard level of Didactic and PC/ICT skills.
However,
• In the case of Psychology, Social and Specific Business-
related Knowledge, a lower level of competence was regarded as
sufficient for the average Entrepreneurship Educator.
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The Educator competence model...
The CESSIT programme places a strong emphasis on a creativity-based approach
to encouraging entrepreneurship among ESLs
Self-directed skills (Leadership, Stress-resiliency, Work Planning) scored highly
o Skills in relation to objective psychological and sociological assessment of
individual trainees (as opposed to development) were not emphasised by the
trainers themselves.
- redress the balance?
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An exercise for Trainers (and ESLs!)….
A little more on the nature of Entrepreneurship
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From Jiří‟s session, what words or phrases do we use to
describe entrepreneurship?
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Exercise 1: Can we answer the Question -
What do Entrepreneurs do for a living….?
Are entrepreneurs randomly distributed among the population
or are we more likely to find them in certain professions or
jobs?
To think about: Examples for tomorrow’s Workshop Session?
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To assist our understanding of ‘Entrepreneurship’…
Definitions depend on the viewpoint we take –
The following framework may help!
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Entrepreneurship in 3-dimensions –
What words or phrases from our exercise fit where?
Outcomes of entrepreneurship
Behaviours required of entrepreneurs Processes undertaken by entrepreneurs
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Entrepreneurship as an ‘outcome’…
“… the introduction of an economic activity that leads to a change in the
marketplace”
“…resulting in the creation, enhancement, realisation or renewal of value for
participants and stakeholders”
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Entrepreneurship as a ‘process’…
“…the process by which individuals - either on their own or inside organisations - pursue opportunities without particular regard to the resources they currently control”
“…the process of creating something new of value by devoting the necessary time and effort, assuming the accompanying financial, psychic and social risks and having the resulting rewards of monetary and personal satisfaction and independence"
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Entrepreneurship as a ‘behaviour’…*
“… the ability and willingness of individuals, on their own, in teams and within and outside existing organisations to perceive and create new economic opportunities and to introduce their ideas to markets, in the face of uncertainty…”
“Thinking, reasoning and acting that is opportunity based, holistic approach and leadership balanced”
“… using specialised judgement to deal with novel and complex problems”
“the capacity for envisaging and sustaining new combinations, new products or processes, new markets or sources of supply”
!
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Behaviour is (usually) a consequence of Attitude…
Trait/
Attitude Behaviour Process Outcome
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Personality-based approaches…
…for identifying and fostering enterprising attitudes and
thereby encouraging enterprising behaviour in Early School Leavers
Use of these approach needs to be based on some kind of assessment
of the individual
(……unless everyone has psychologucally everything it takes to be a
successful entrepreneur!?)
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We need some independent metric for
Entrepreneurship…
…self-employment (other than in the agricultural sector) seems to be
the metric of choice (for OECD, inter al)
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Some surprising (depressing?) facts and figures…
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Self-Employment as a proxy for Entrepreneurship (Source OECD Labour Force Stats/ Non-agricultural)
Country Fem Male Ratio (F/M)
Australia
Austria
Belgium
Canada
Czech Republic
Germany
Denmark
Spain
Finland
France
United Kingdom
Greece
Hungary
Ireland
Iceland
Italy
Japan
Korea
Mexico
Netherlands
Norway
New Zealand
Poland
Portugal
Slovak Republic
Sweden
Turkey
United States
8.8% 14.8%
5.4% 9.7%
9.7% 17.3%
7.9% 9.5%
9.6% 20.3%
6.2% 12.2%
3.7% 10.4%
11.3% 18.5%
6.3% 12.3%
4.9% 8.3%
6.4% 14.9%
17.5% 31.4%
8.1% 15.1%
5.8% 18.2%
6.8% 20.5%
15.4% 28.0%
6.7% 10.7%
20.4% 29.5%
27.4% 27.1%
7.4% 11.8%
2.9% 6.8%
10.1% 20.7%
8.3% 15.2%
13.3% 21.2%
4.7% 12.1%
4.5% 12.3%
8.9% 27.1%
5.4% 7.2%
0.595
0.563
0.561
0.831
0.476
0.510
0.351
0.611
0.511
0.595
0.430
0.555
0.539
0.316
0.329
0.550
0.632
0.694
1.010
0.622
0.423
0.490
0.547
0.628
0.388
0.370
0.330
0.741
Average 9.1% 16.5%
0.543
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Employment Status Transtion Matrix (Source: OECD Employment Statistics)
Year t
Non-
employment
Wage/Salary
employment
Self-
employment
Share of
Year t total
Non-
employment
75.8% 21.2%
3.0% 18.0%
Wage/Salary
employment
6.2% 91.3% 2.5% 72.5%
Self-
employment
6.3% 21.8% 71.9% 9.5%
Year (t+1)
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Entrepreneurial behaviour appears to be…
1) …Confined to a minority
(i.e. only about 1 in 6 of the adult population are likely to be consistently
involved in entrepreneurial activity)
2) …Relatively enduring throughout an individual’s working life
(i.e. a trait, a lifelong interest or a vocation)
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Identifying entrepreneurial tendency in individuals
Let’s start with ourselves… Exercise 2
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The key predictors for Entrepreneurial Success ….
What would we look for in ESLs?
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General Entrepreneurial Tendency Questionnaire
Take a few minutes to complete it …
Afterwards, I’ll show you how to score yourselves
In the Workshop tomorrow, we can discuss how you scored, as a
group) as potential entrepreneurs!
Then, I’ll return the questionnaires and you can see how you
scored individually
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The key predictors for Entrepreneurial Success ….
High Need for Achievement
High capacity for Moderate/Calculated Risk-Taking
High Need for Autonomy/Independence
High Drive and Determination
High Creative Tendency
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Need for Achievement: Q(1+6+10+15+19+24+28+33+37+42+46+51)
(Global Average: 9)
Moderate/Calculated Risk-Taking: Q(2+9+18+20+27+36+29+38+45+47+54+11)
(Global Average: 8)
Need for Autonomy/Independence: Q (3+12+21+30+39+48)
(Global Average 4)
Drive and Determination: Q(4+7+13+16+22+25+31+34+40+43+49+52)
(Global Average: 8)
Creative Tendency: Q(5+8+14+17+23+26+32+35+41+44+50+53)
(Global Average: 8)
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From research conducted in Ireland…shortfall in entrepreneurial
skills mainly in the area of risk-handling!
Entrepreneurs are calculated risk takers -
They tend to..
…influence the odds in their favour through information
…minimize risk when they have a choice
…share risk with others
…use expertise of others to improve their chances of success
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Fostering entrepreneurial tendencies in ESLs
Priorities:
1) Align training programmes with entrepreneurial modes of learning.
2) Develop systems for early identification of entrepreneurial potential in ESLs
3) Provide training in deficient areas
(decision-making/ risk assessment/ business planning/ creativity)
4) Develop peer-group and support networks among those with lower entrepreneurial tendencies
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So, what are entrepreneurial modes of learning?
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1) Conventional versus entrepreneurial modes of learning Source: Gibb (1998)
Conventional approach Entrepreneurial approachContents-oriented Process-oriented Teacher-oriented Student-oriented Teacher is the expert Teacher is the facilitator 'Know what‟ 'Know how and who' Passive student (receiving knowledge) Active student (generating
knowledge) Emotional detachment Emotional involvement Programmed sessions Flexible sessions Imposed learning objectives Negotiated learning objectives Concept theory emphasis Practical relevance of theory Subject/functional focus Problem/multidisciplinary focus Fear mistakes Learn from mistakes Teacher is infallible (one-sided learning) Teacher learns (two-sided
learning) Limited exchange Interactive learning
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Skill-sets possessed by successful entrepreneurs
•Identifying and exploiting business opportunities
•Finding the resources required to exploit opportunities
•Adding value
•Networking
•‘Knowing how’ and ‘knowing who’
•Creating capital (financial, social, artistic, etc)
•Managing risk associated with innovation
•Maintaining self-belief
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Providing support in complimentary skill areas
Vocational Theory…
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Providing support in complimentary skill area:
Vocational Approach
To try yourself and use with ESLs
https://www.cpp.com/products/strong/index.aspx
Holland Vocational Assessment/ Strong Interest Index (1993)
Realist
Investigative
Artistic (Creative)
Social
Enterprising (Entrepreneurial)✔
Conventional
Career-choice is combination of 2 or 3 contiguous vertices
(e.g. Engineering is RI-typology)Support required in
A,S,E & C-related skill-sets
R
A
I
E S
C
CESSIT
CESSIT CESSIT
CESSIT
CESSIT
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Invention and entrepreneurship
• Less than 4% of new businesses are truly original
• Not having an original business idea is not a barrier to start-up as there are many ways of generating ideas
• Entrepreneurs require creative abilities – it is a complementary skill
• Other entrepreneurial skills (e.g. risk-assessment/ excellent communications) need to be fostered
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If I was asked what career/ profession was
most typically entrepreneurial in nature…
Hint:
Very few are inventors (requires a different trait-set
e.g. more interest in the problem than the solution!)
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Going back to the question: What do
Entrepreneurs do for a living….?
The answer is – Salespersons are the classic entrepreneurs!
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Conclusion:
• Further research required:
• Should systematic means for identifying entrepreneurial
potential in ESLs be a priority?
• Do Trainers need to invest more time imparting enterprise-
specific hard skills to potential entrepreneurs (e.g. Business Planning)?
• Is providing access for entrepreneurs to complimentary skill
bases critical to success? (e.g. CESSIT/ Creativity)
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Part 2
Business Planning
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Activity for ESLs :
TAKING A JOURNEY INTO THE UNKNOWN
What are the Key Questions?
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TAKING A JOURNEY INTO THE UNKNOWN
Key Questions:
Where is my destination?
What route will I take?
What delays/challenges could I meet and what options will I have?
How will I know when I get there?
(From an entrepreneurial standpoint: “What will success look like?”)
Entrepreneurs should have answers to the above questions –
certainly, potential investors will ask them!
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Exercise
Can you:
Identify what you would consider to be the major life event or work
achievements that you have experienced and list the qualities, skills, and
attributes that you used and what experience, skills, and values you gained
from it?
Identify what you have greatest passion for?
Identify what future career/life direction you intend taking?
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A business plan should also answer the questions…
What are my personal strengths / weaknesses ?
What are the strengths / weaknesses / opportunities / threats for
the business ?
What are my 3 year goals ?
What is my unique selling proposition ?
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WHAT IS A BUSINESS PLAN ?
The Framework that brings ideas together
It provides checkpoints and scenarios
It is a formal document
It addresses long-term and short-term decision making
It is vital to attracting investment
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Who should write it?
Prepared by the entrepreneur with:
accountant
marketing consultant
legal services
operations expert
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Why Do Entrepreneurs Need a Business Plan ?
For themselves (primarily)
as a sounding board
to clarify thinking
to justify thinking
to focus on potential risks
For investors
For lenders
For support agencies
‘Failing to plan is planning to fail’
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VIEWPOINT OF INVESTORS
How much money do you want? When?
Equity stake / ownership?
Expected return on investment?
Timing?
Exit strategy?
Quality/commitment of management?
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VIEWPOINT OF LENDERS
Security
Ability to repay loan
Collateral
Schedule of payments
Owners‟ equity
Credit history
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BUSINESS PLAN STRUCTURE
Title Page (use a photo of your
product)
Executive Summary
Table of Contents (with page numbers)
Promoters / Management
Product / Service
Target Market
Marketing
Operations
Finance
Appendices
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Just a few words about the most important page…
EXECUTIVE SUMMARY
Executive Summary is selling your plan
Average reading time for 1st read is 30 seconds
Key highlights to main body of plan (written last)
Maximum of two pages
Bullet point format is easier to sell (use paragraphs if not bullet points)
Must capture the reader‟s attention
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Score the business plan elements on a scale from 1 to 10, with 10
being the best possible rating.
Scores are subjective. Determine a value based on group‟s
perception of the quality and content of the business plan.
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The management plan depicts a level of skill and experience for a
successful operation. Management has never owned nor operated their own business and employees
are inexperienced (1)
Look at:
Mission Statement
Legal structure of the entity
Organizational chart
Job descriptions, duties and responsibilities
Compensation methods
Background and experiences
operational experience
managerial experience
Support services (external advisors and specialists)
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All managers and employees
have experience in this business (10)
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The plan shows that the company has the ability to control the
delivery and quality of the product or service.
The venture will depend solely on outside contractors (1)
Suppliers are established
source of needed materials
reliable delivery
best price/quality
Understand the production process in detail
production capacity
Packaging
Facility requirements are met
land
premises
equipment
labour
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We have the resources we need in-house that are needed for
distribution (10)
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The plan describes a potential market
Customers exist only on paper (1)
There is tangible evidence of market demand
Surveys conducted
Market tests
Demographic research
Target market
Size Education
Location Gender
Age Buying habits
Income Lifestyle
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The venture knows its market and has firm commitments from
customers (10)
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My plan clearly shows a competitive edge over my rival’s
The product is no better than that of existing competitors‟ (1)
Price
Quality
Service and guarantees
Appearance
Ease of purchase (location, parking, online, credit)
Customers understand the benefit of product or service
Long-term benefits (not a fad)
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The product or service is unique and there is market
demand (10)
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The plan contains realistic financial projections
Financial statements indicate an annual rate of return of 1% (1)
Reasonable assumptions
Ratio analysis
Personal investment
Personal financial statements included
Credit worthy
Most likely, pessimistic and optimistic scenarios
Seasonal fluctuations
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The plan offers a credible high rate of return in a short
period of time (10)
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The plan lays out a clear, well-conceived, workable
strategy for getting the business up and running No real strategy exists--except in the Entrepreneur‟s head (1)
The business plan lays out a workable business strategy
The business plan is polished and professional
My oral presentation is polished and professional
Resumes are included for managers
Business documentation
Employer identification number
Fictitious name registered
Partnership agreement
Articles of incorporation
Contracts and leases
Permits and licenses
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The plan communicates a vision for the business and why it will
succeed to potential lenders and investors in a clear, concise
fashion (10)
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Grading the Business Plan
There are six questions each worth 10 points.
50 - 60 High potential for success
40 - 50 Needs work, but loan is probable
30 - 40 Review deficiencies, workable
Under 30 Not viable (at this time!)