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Øvingsopplegg Singapore forkurs 2005 Gründerskolen Hva er entreprenørskap?

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Presentasjon om: "Øvingsopplegg Singapore forkurs 2005 Gründerskolen Hva er entreprenørskap?"— Utskrift av presentasjonen:

1 Øvingsopplegg Singapore forkurs 2005 Gründerskolen Hva er entreprenørskap?

2 Entreprenørskap i Norge nye bedrifter registrert i Brønnøysund i 2004 Netto tilvekst AS’er, opp 19,2% Mange ”enkeltmannsforetak” 95% er ”levebrødsforetak” Kun ca. 5% har vekstambisjoner

3 Entreprenørskap er hot I høst minst 15 konferanser om entreprenørskap og innovasjon Regjeringen ”Helhetlig handlingsplan for Innovasjon” Aviser Ungt entreprenørskap Entreprenørskap i skolen…

4 Viktige endringer i forskningsmiljøene Lov om arbeidstakeres rett til oppfinnelser ble endret med virkning fra 1/ Alle universitetene oppretter TTO’er (Technology Transfer Offices) UiO: Birkeland Innovasjon –Birkeland.uio.no Forskningsbasert nyskaping viktigere og viktigere – Reodor Felgen epoken er over!

5 Hvilket begrep? Gründer? Entreprenør? En gründer er en person som vil skaffe sitt eget utkomme, være sin egen herre, og ha kontroll En entreprenør er en person som ser et marked som kan erobres, og leder de(n) første fasen(e) av en bedrifts oppbygging

6 Entreprenørskaps-økologi Forskningsmiljøer Entreprenører Inkubatorer og forskningsparker Virkemiddelapparat Offentlig finansiering Såkornfinansiering Venture finansiering Advokater Patentbyråer Konsulenter ….. Silicon Valley: Habitat

7 Kan entreprenørskap læres? …eller – kreves det spesielle psykologiske egenskaper? Nei, ”they come in all shapes”, MEN: –de er villige til å akseptere risiko for å realisere noe de tror på og utsette umiddelbar behovstilfredsstillelse –de tåler å leve under usikkerhet, tvetydighet, å ta beslutninger på grunnlag av mangelfull informasjon –de har behov for å ”sette et merke på verden” – JEG gjorde DET!

8 10 viktigste egenskaper ved entreprenører i det 21. århundre Se og utnytte muligheter Ressurs-sterke Kreative Visjonære Uavhengig tanke Arbeide hardt Optimistisk Innovativ Risikovillig Leder –Kilde: Soo Ji Min: ”Made not born”

9 Stress Ensomhet Drukner i virksomheten Problemer med partnere/ansatte Vinne (men når er nok, nok?) Hva kan man gjøre for å mestre? Nettverk Komme seg helt vekk God kommunikasjon med ansatte Finne andre kilder for glede enn jobb Delegere

10 Ego Ønske om kontroll –Virksomhet og skjebne Mistenksomme, skeptiske Ønske om suksess Urealistisk optimisme Sterkt, men balansert ego –Coachable

11 Om risiko Finansiell Karriere Familie/sosialt Psykologisk Veldig få (heller ikke investorer) ønsker risiko Godt entreprenørskap (og gode investeringer) handler om å minimere risiko og ta kalkulert risiko …de som gjør det primært for å bli rike, lykkes sjelden

12 Nyetablering og nyutvikling Entreprenørskap –Å skape nye bedrifter på grunnlag av innovasjon Intraprenørskap –Å utvikle nye konsepter i eksisterende bedrifter Felles: Nye forretningsområder

13 4 typer entreprenørskap Incremental venture –Kjent forretningsmodell, moderat innovasjon Innovative Venture –Nye metoder, prosesser, produkter, forretningsmodeller Imitative Venture –Overføre eksisterende ide til nytt marked/område Rent-seeking venture –Basert på regulering, standarder, lover

14 8 elements of entrepreneurship… 1.Initiate and operate a purposeful enterprise 2.Operate within industrial context at the time and place of initiation. 3.Identify and screen opportunities 4.Accumulate and manage knowledge and technology

15 …8 elements of entrepreneurship 5. Mobilize resources – financial, physical and human 6.Assess and mitigate uncertainty and risk 7.Provide innovative contributions 8.Enable and encourage collaborative team of people with necessary capabilities and knowledge

16 Technology Ventures: From Idea to OpportunityChapter 1: concept An entrepreneur is a person who undertakes the creation of an enterprise or business that has the chance of profit (or success).

17 Technology Ventures: From Idea to OpportunityChapter 1: Table 1.2 For an entrepreneur, a challenge is a call to respond to a difficult task and the commitment to undertake the required enterprise. The Elements of Overcoming a Challenge Able to deal with a series of tough issues Ability to create solutions and work to perfect them Can handle many tasks simultaneously Resiliency in the face of set-backs Willingness to work hard and not expect easy solutions Possess well-developed problem solving skills Able to learn and acquire the necessary skills for the tasks at hand

18 Technology Ventures: From Idea to OpportunityChapter 1: concept An opportunity is a favorable juncture of circumstances with a good chance for success or progress. It is the job of the entrepreneur to locate new ideas and to put them into action. Thus, entrepreneurship may be described as the identification and exploitation of previously unexploited opportunities.

19 5 characteristics of an attractive opportunity Timely – a current need or problem Solvable – in the near future with available resources Important – for the customer Profitable – the customer will pay Context – a favorable regulatory and industry situation

20 Technology Ventures: From Idea to OpportunityChapter 1: Table 1-3 An Entrepreneur Test: Are you an entrepreneur? Answer each question by checking Yes or No:YesNo When I am faced with a challenge, I am confident that I can work through it ______ I want to be financially independent and be rewarded for my accomplishments ______ Trying something new is attractive, even if the risk of failure is significant ______ I'd prefer to gain independence and control my destiny______ Building a new enterprise is important to me______ My experiences during my youth and early career have shown me the benefits of starting a new enterprise______ Starting a new business some day soon is always in my thoughts______ I like working with others and can provide leadership when called upon______ Our society and my family provide a strong, supportive base for my initiatives______ I possess good technical skills and strong relationship skills in the industry I wish to enter. ______ Add your total score for Yes and No: ______ Seven or more Yes answers indicate that you may be ready to act as an entrepreneur in the near future.

21 Technology Ventures: From Idea to OpportunityChapter 1: concept Technology includes devices, artifacts, processes, tools, methods, and materials that can be applied to industrial and commercial purposes.

22 Technology Ventures: From Idea to OpportunityChapter 1: Figure Finding the Right Opportunity Timely Solvable Important Profitable Favorable Context Like to do the tasks Like the challenge Committed to do what is necessary Skilled at the needed tasks The Sweet Spot An Attractive Opportunity Interests, Passions, Commitment Capabilities & Skills Finding the Right Opportunity

23 Technology Ventures: From Idea to OpportunityChapter 1: Entrepreneurial Capital Entrepreneurial Capital EC = Ecomp x Ecomm ► Ecomp = Entrepreneurial competence is the ability to: 1) to recognize and envision taking advantage of opportunity and 2) to access and manage the necessary resources to actually take advantage of the opportunity ► Ecomm = Entrepreneurial commitment is a dedication of the time and energy necessary to bring the enterprise to initiation and fruition.

24 Technology Ventures: From Idea to OpportunityChapter 1: Economic Value Economic Value = Opportunity x Entrepreneurial Capital After T years the market value is: MV = M x C x EV = M x C x Ecomp x Ecomm where: M = management efficiency and effectiveness C = context

25 Technology Ventures: From Idea to OpportunityChapter 1: concept The intellectual capital of an organization is the talents of its people, the efficacy of its management systems, the effectiveness of its customer and supplier relations, and the technological knowledge employed and shared among its people and processes.

26 Technology Ventures: From Idea to OpportunityChapter 1: Figure 1.2 – A Model of the Economy Economy Beneficial Outputs Undesired Waste Outputs Natural Capital Financial Capital Intellectual Capital

27 Technology Ventures: From Idea to OpportunityChapter 1: Figure 1.3 – Transforming available inputs into desired outputs Products & Services The FirmOutputsInputs Raw Materials Components & Modules Financial Capital Physical Assets Technologies

28 Technology Ventures: From Idea to OpportunityChapter 1: Figure 1.5 The Firm’s Intellectual Capital Human CapitalOrganizational Capital Social Capital A firm’s theory of its business is how it understands its total activities, resources and relationships.

29 Technology Ventures: From Idea to OpportunityChapter 1: concept Dynamic Capitalism is the process of wealth creation characterized by the dynamics of new, creative firms forming and growing and old, large firms declining and failing. Creative Destruction is the entrepreneurial activity of destroying old models and creating new models of doing business.

30 Technology Ventures: From Idea to OpportunityChapter 1: Principle 1 Principle 1 The entrepreneur develops an enterprise with the purpose of creating wealth and prosperity for all participants – investors, customers, suppliers, employees, and themselves – using a combination of intellectual and entrepreneurial capital.


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