Entrepreneurship and Small Business Development Activity 1

This presentation discusses the different types of entrepreneurial ventures, including small, large, public, private, and social ventures. It also covers the typology of entrepreneurial ventures, such as survival firms, lifestyle firms, managed growth firms, and aggressive growth firms. Additionally, it compares the similarities and dissimilarities of entrepreneurial ventures in terms of funding, growth rate, operations and logistics, customer interaction, and financial transactions.

ENTREPRENEURSHIP AND
SAMALL BUSINESS
DEVELOPMENT
ACTIVITY 1

TABLE OF CONTENT
 Introduction
 Main body
 Conclusion
 References

INTRODUCTION
 Entrepreneur is the individual who is innovative, creative, and who creates the new business after bearing the
risks and enjoying the rewards.
 Entrepreneurial ventures increase the substantial rise in the business.
 The risks of the entrepreneurial ventures usually consist high risks these are generally correlated with the
entrepreneurial characteristics.

IDENTIFYING THE DIFFERENT
ENTREPRENEURIAL VENTURES
Entrepreneurial ventures mainly consist of:
 SMALL VENTURES: Imaginera. It is the small UK company which is the part of computer system and
related services. The company has less than 50 employees and the annual turnover is less than 6.5 million.
The company is also exempt from audit.
 LARGE VENTURES: Rio Tinto is the second largest MNC mainly established for the metals and mining.
its net income is US$10.400 billion. It has 45000 employees working with the company. the total assets are
around US$97.390billion.

CONT..
 PUBLIC VENTURES . Eg: HSBC is the multinational investment bank providing the range of financial
services to the people including the loans, credit cards, mortgages, current account etc.
 PRIVATE VENTURES: e.g.: Dyson is the private company based on the household appliances. They have
more than 12000 employees working worldwide.
 SOCIAL VENTURES e.g.: NESTA this is the social agency. Providing solutions for the society’s problems.
The company uses the interest from the trust to meet the charitable objects.

TYPOLOGY OF THE ENTREPRENEURIAL
VENTURES
 Survival firms
 Lifestyle firms
 Managed growth firms
 Aggressive growth firms

COMPARING SIMILARITIES OF THE
ENTREPRENEURIAL VENTURES
 Creating a brand name
 Funding from some venture capitalist or investor
 Creative idea
 Constant Innovation
 Driving forces

DISSIMILARITIES OF THE VARIOUS ENTREPRENEURIAL
VENTURES
BASIS SURVIVAL FIRMS LIFESTYLE FIRMS MANAGED
GROWTH FIRMS
AGGRESSIVE FIRMS
ANNUAL GROWTH
RATE
Growth rate of the
survival firms is low.
Growth rate of the firm
are also low.
Growth rate is medium. Aggressive firm has
high growth.
ACCOUNTING AND
FINANCIAL
TRANSACTIONS
Mostly paper based Paper based and also
electronically
Electronic transactions Electronic and
integrated in the certain
enterprises.
OPERATIONS AND
LOGISTICS
Mostly manual labour
with little equipment.
The mix of manual
labour and basic
equipment
More use of
sophisticated
equipment, reducing
the use of labour
equipment.
Automated and
outsourced production
using electronic data.
SOURCE OF
FINANCE
Obtained by family and
friends.
Financial institution,
investor and venture
capitalist.
Personal investment
and personal saving,
assistance by
government.
Obtained by issuing
debt securities and by
selling common stocks.

CONCLUSIONS
 From the above presentation it can be concluded that the various entrepreneurial ventures such as the small,
large, public, private, social ventures are being establish globally with the innovative and creative ideas of the
people.
 The similarities and dissimilarities of the ventures shows about the survival firm, the lifestyle firm and the
aggressive firm's requirement of the fund being invested and financed.
 The dissimilarity also tells about the firm's growth rate, operations and logistics, customer interaction and also
financial transactions.

REFERENCES
 Binyanya, B., Wandolo, M. and Mugambi, R., 2021. Effect of Skills Training on Entrepreneurial Ventures
among Food and Beverage Diploma Graduates from Tertiary Institutions in Nairobi City County, Kenya.
Journal of Hospitality and Tourism Management. 4(1). pp.56-71.
 Suresh, M. and Indira, M., 2018. A conceptual framework on catalytic role of non-governmental organisation
towards women entrepreneurial ventures. international Journal of Innovative Studies in Sociology and
Humanities (IJISSH). 3(10).
 Patzelt, H., Preller, R. and Breugst, N., 2021. Understanding the life cycles of entrepreneurial teams and their
ventures: an agenda for future research. Entrepreneurship Theory and Practice. 45(5). pp.1119-1153.
 McGann, M., Blomkamp, E. and Lewis, J. M., 2018. The rise of public sector innovation labs: experiments in
design thinking for policy. Policy Sciences. 51(3). pp.249-267.