Entrepreneurship and Small Business Management

Entrepreneurship and
Small Business
Management

Contents
INTRODUCTION...........................................................................................................................................3
TASK 1..........................................................................................................................................................3
Entrepreneurial ventures and interrelation to typologies.......................................................................3
Similarities as well as differences between ventures of entrepreneurial................................................5
Entrepreneurial ventures for demonstrating entrepreneurship..............................................................6
Growth, scope together with development............................................................................................7
TASK 2..........................................................................................................................................................7
Data interpretation..................................................................................................................................7
Importance of small businesses...............................................................................................................8
Differentiation among small, medium.....................................................................................................9
Examination of small businesses.............................................................................................................9
TASK 3........................................................................................................................................................10
Characteristic traits together with skills of entrepreneurs....................................................................10
Aspects of entrepreneurial personality.................................................................................................10
Different lines of arguments..................................................................................................................12
Analysis of characteristic traits and motivational drivers......................................................................12
TASK 4........................................................................................................................................................12
Background and experience..................................................................................................................12
Experience and background..................................................................................................................13
Critical evaluation of experience and background.................................................................................14
CONCLUSION.............................................................................................................................................14
REFERENCES..............................................................................................................................................16

INTRODUCTION
Entrepreneurship is the creation of opportunities outside the capital that you successfully
serve, "that expands space for the concept to be extended similarly to non - profit - making
companies and entrepreneurial orientation inside big corporate and finance industry
organizations to represent employee entrepreneurial behavior. Entrepreneurship is a cycle of
complex perception, transformation and development (Belz and Binder, 2017). It needs an
allocation of passion and excitement for new ideas and innovative approaches being developed
and implemented. The study describes different forms of projects that are known as
entrepreneurial. It also assesses the economic influences that both small and medium companies
provide. Furthermore, main characteristics of entrepreneurial mentality are adequately defined
associated with entrepreneurs' signature characteristics and skills. Eventually, the study addresses
a distinctive climate that is hindering or creating employment.
TASK 1
Entrepreneurial ventures and interrelation to typologies
Entrepreneurs: There are individuals who work through cultures, interact with different people,
forge forwards, acquire skills and experience and are responsible with their own destiny. These
living creatures take different risks at different levels to organize and also operate company.
There is mentioned different concept of entrepreneurship:
Intrapreneur: An intrapreneur is simply a business worker that is assigned to work on an creative
concept. There really is no danger to an intrapreneur though - there are no incentives either.
Serial entrepreneur: A venture capitalist is a businessman who is continually coming up with
fresh ideas as well as starting small companies. Unlike a traditional businessman, who often
comes up as a single concept, launch the business, and just see it over and play a significant role
then anyway-to-day operation of the organisation.
Owned manager: The owner / manager is the guiding part of the company of many of these small
businesses, and therefore can be the impetus for any development that happens in or outside the
IT. For certain smaller companies, holder and contributed to improved are segregated. Read
more in: small biz use of ICTs

Entrepreneurial venture: Entrepreneurial enterprises are businesses that focus more on
creativity and opportunistic behavior in order to generate economic alongside moral attitudes.
Such investments build solid resources to generate good returns by pursuing strong development.
Types of business projects implement:
Survival venture: Such enterprises are capable of providing the entrepreneur with simple
subsistence. This makes nothing but a form of life that is voice-to-mouth. The fundamental goal
of this project operation is to survive and meet the business expectations of the company.
Numerous new business enterprises participate in sustenance entrepreneurial where staying in
company is their longer-term goal (Bryson and Daniels, 2015).
Lifestyle Venture: Lifestyle ventures could be defined as microenterprises that allow their
proprietors to implement required specific functions, including such promoting higher education
costs or having to take holidays. Some rather enterprises include an opportunity for the
development of unique business structures such as the investor's personality.
Growth Venture: They are founded with growth aim, typically by entrepreneurs. But sometimes
a lifestyle business can involuntarily transform into a can company. Although, if the supervisor
has no entrepreneurship features so unable to plan for the long term. Rapid development is
disruptive and causes massive issues which need to be solved within very short periods of time.
Good strategic control is imperative if the company is to thrive, and probably survive.
Nevertheless, as they expand, these companies must numerous challenges and problems, most of
which are inevitable, other which are not.
Different types of typologies
Small business entrepreneurship: This form of entrepreneurship has no or do not have the
scope for attracting venture funding, they finance their companies through loans from friends /
family or new enterprises. Most of them are surprisingly competitive but they just earn money to
actually make money and look after their children. Such organizations lack the level to
encourage investment funds, and thus are supported through loan payments from friends / family
or small business. Instances of entrepreneurial in small business involve hairstylists, super
markets, technicians, electricians, window cleaners, project managers, etc. (Burrows, 2015).