Entrepreneurial Strategy: Assessment, Examination, Formulation and Evaluation

Entrepreneurial
Strategy

Table of Contents
INTRODUCTION.........................................................................................................................3
Assessment of the entrepreneurial and intrapreneurial strategies................................................3
Examination of an organisation's tactical situation; its entrepreneurial competence and
position.........................................................................................................................................5
Formulation of the strategy, according to the acknowledged purposes.......................................7
CONCLUSION............................................................................................................................12
REFERENCES............................................................................................................................13

INTRODUCTION
This report deals with the concept of Entrepreneurial strategies in an extensive manner.
The examination of the exclusive approach that has to be taken in order to formulate the
decision-making processes considered by an organization will be done. The tactics that are
adopted by an organization are suitably accountable for the formation of the set of relationships
which eventually affects the enterprise operational approach in an in-depth manner. It thereby
helps in the identification of the relative strengths and weaknesses which can help in an
appropriate allocation of the resources present in the association. In respect to the AS2
consultancy report, the account will highlight the range of entre as well as intrapreneurial
strategies that are available, the relative entrepreneurial abilities and the most appropriate
implementational strategy according to the predetermined objectives of the firm. Further, the
alternative approaches that can be used will also be deliberated in a illustrious manner.
MAIN BODY
Assessment of the entrepreneurial and intrapreneurial strategies.
The terms that are highlighted in the title may sound similar but differs in respect to its
actual meaning. The entrepreneurs are responsible for the creation of a new organisation whereas
the intrapreneurs operate from within an organisation. An entrepreneur’s objective is to increase
its particular wealth whereas an intrapreneur that operates inside the association, works to
augment the communication process, inventiveness, expertise and revolutionary tactics in a
professional manner (Bogatyreva, Laskovaia and Osiyevskyy, 2022). There are various strategies
in respect to both the aspects that can be considered to analyse the company’s survival in the
market for a longer period of time. They can further be discussed:
Drucker’s approach for the entrepreneurial strategies – A well-known entrepreneur,
Drucker, formulated 4 general approaches that must be taken into account to ensure the optimal
success ratio of an institution in a viable manner i.e.
 Attaining supremacy in the market – The secret to success is to maintain the
dominance in the market by ensuring the superiority in the region it exists in. The
departments that are responsible for the functioning of the varied areas in an organization
must be designed in such a manner that the work they represent is a definitive one and

thus the value it exhibits must be rare and difficult to imitate for quite a period of time in
the market.
 Supply the ‘absent ingredient’ – The products or the services that are being offered by
the company must be exclusive in terms of its existence i.e., should be formulated
according to the prevalent needs and expectations of the customers. This very obvious
strategy focuses on fulfilling the requirements of the clients, which he rival parties that
are already existing in the market cannot.
 Discovering and inhabiting a specific “ecological niche” – The primary objective of
any organisation is to emphasis on the positional occupation of the company with respect
to its ecological forte to immune the management from the competition in order to be
inobtrusive in the market.
 Varying economic features – The company must be in a position to adapt to the
changing dynamics of the market in respect to the customer’s social and financial aspects.
The rationality of the demand by them must not be judged and irrespective of their
corresponding behaviour, the services or the goods that are provided to them must be of
the utmost quality and acutance.
The strategies related to intrapreneurship can be discussed as well –
 Empowerment of the employees – The focus must be upon the facets which influences
the job performance of the personnel employed in an organisation in terms of their
respective satisfaction towards the job. This ensures the efficacy in the projects assigned
to them by providing the right direction through training and development of the
workforce time to time.
 Prioritize employee relationships – The capabilities and expertise of the squad working
in an organisation can be identified through a persuasive conversation with them in the
meetings that accordingly held. This will prove to be the absolute fuel for the employees
to give their best towards the duties that are assigned to them.
 Encouragement of the team to think out of the box – This will enable the personnel to
think in their creative intellect which will boost their confidence and in due course
provide detailed insights to the enterprise. The coordination amongst the team members
will also improve because of this imperious initiative.