Category: Entrepreneurship Content

Entrepreneurship Content!

Entrepreneurship content refers to information, resources, and material that stand specifically tailored to support and educate aspiring or existing entrepreneurs in starting, managing, and growing their businesses. This content designs to provide valuable insights, guidance, and inspiration for individuals. Who are interested in venturing into the world of entrepreneurship. It covers a wide range of topics and may present through various mediums, including articles, blog posts, videos, podcasts, online courses, workshops, and more.

Key components of entrepreneurship content include:

  1. Startup Guidance: Content focused on helping entrepreneurs navigate the early stages of starting a business. This may include advice on idea validation, market research, business planning, and legal considerations.
  2. Business Development: Content that assists entrepreneurs in developing their business models. Defining their value proposition, identifying target markets, and creating marketing and sales strategies.
  3. Funding and Finance: Information on different sources of funding, including bootstrapping, venture capital, angel investors, and crowdfunding. Content may also cover financial management, budgeting, and forecasting.
  4. Innovation and Creativity: Content that encourages entrepreneurs to think outside the box, foster innovation, and find unique solutions to problems.
  5. Leadership and Management: Entrepreneurship content often includes guidance on leadership skills, team building, and effective management practices.
  6. Marketing and Branding: Information on branding, advertising, social media marketing, and customer acquisition strategies.
  7. Risk Management: Content focused on identifying and mitigating risks associated with entrepreneurship, including financial risks, market risks, and operational risks.
  8. Networking and Community: Encouraging entrepreneurs to engage with like-minded individuals, attend networking events, and join entrepreneurship communities for support and collaboration.
  9. Success Stories and Case Studies: Sharing real-life success stories of entrepreneurs who have overcome challenges and achieved significant milestones to inspire and motivate others.
  10. Personal Development: Content that emphasizes the importance of self-awareness, resilience, and continuous learning in the entrepreneurial journey.

Entrepreneurship content is widely available on the internet and in books. Through entrepreneurship-focused organizations, and from business experts and thought leaders. It aims to empower individuals with the knowledge, skills, and resources needed to navigate. The complexities of entrepreneurship increase their chances of building successful and sustainable businesses.

For aspiring entrepreneurs, consuming relevant and reputable entrepreneurship content can be a valuable step in gaining insights. Avoiding common pitfalls, and honing the entrepreneurial mindset required for success in the ever-evolving world of business.

  • Who Changing Demographics of Entrepreneurs?

    Who Changing Demographics of Entrepreneurs?

    Demographics of Entrepreneurs; Entrepreneurship traditionally defines as the process of designing, launching and running a new business, which typically begins as a small business, such as a startup company, offering a product, process or service for sale or hire. It defines as the “capacity and willingness to develop, organize, and manage a business venture along with any of its risks to make a profit”.

    Here are explain common questions in Corporate, Who Changing Demographics of Entrepreneurs?

    While definitions of entrepreneurship typically focus on the launching and running of businesses, due to the high risk involves in launching a start-up, a significant proportion of businesses have to close, due to a “Lack of funding, bad business decisions, an economic crisis or a combination of all of these” or due to lack of market demand. In the 2000s, the definition of “Entrepreneurship” has expand to explain how and why some individuals (or teams) identify opportunities, evaluate them as viable, and then decide to exploit them, whereas others do not, and, in turn, how entrepreneurs use these opportunities to develop new products or services, launch new firms or even new industries and create wealth.

    Definitions of Entrepreneurs:

    Traditionally, an entrepreneur defines as;

    “A person who organizes and manages any enterprise, especially a business, usually with considerable initiative and risk.” “Rather than working as an employee, an entrepreneur runs a small business and assumes all the risk and reward of a given business venture, idea, or good or service offered for sale. The entrepreneur commonly sees as a business leader and innovator of new ideas and business processes.”

    Entrepreneurs tend to be good at perceiving new business opportunities and they often exhibit positive biases in their perception (i.e., a bias towards finding new possibilities and seeing unmet market needs) and a pro-risk-taking attitude that makes them more likely to exploit the opportunity.

    “Entrepreneurial spirit characterizes by innovation and risk-taking.”

    While entrepreneurship often associates with new, small, for-profit start-ups, entrepreneurial behavior can see in small, medium and large-sized firms, new and established firms and in for-profit and not-for-profit organizations, including voluntary sector groups, charitable organizations, and government.

    For example, in the 2000s, the field of social entrepreneurship identified, in which entrepreneurs combine business activities with humanitarian, environmental or community goals.

    Now, Here is Who Changing Demographics of Entrepreneurs:

    The following demographics of entrepreneurs how to changing below explains;

    Over the past 10 years, the demographic makeup of entrepreneurial firms has changed in the United States and around the world. Of the 27.5 million businesses in the United States, women, minorities, seniors, and young people own an increasingly larger number of them. This is an exciting development for the entrepreneurial sector of the U.S economy.

    Women Entrepreneurs:

    While men are still more likely to start businesses than women, the number of women-owned businesses is increasing. According to the U.S. Census Bureau, there were 6.5 million privately-held women-owned firms in the United States in 2002, the most recent year the U.S. Census Bureau collected ownership data. These firms generated an estimated $940 billion in sales and employed 7.1 million people. The number of women-owned firms increased by 19.8 percent from 1997 to 2002, compared with a growth rate of 10.3 percent for United States firms overall.

    According to a survey of both women-owned and men-owned businesses in the United States, the average age of the individuals who lead women-owned firms is 44.7 years old. A total of 52.7 percent of women-owned firms are home-based, 31.9 percent are multi-owner firms, and 19.5 percent were started for less than $2,000. The top industry for women-owned businesses is retail (19 percent) followed by professional, management, and educational services (16.3 percent). Women-owned firms still trail male-owned businesses in terms of sales and profits. The average women-owned firm has annual sales of $60,264 and annual profits of $14,549, compared to annual sales of $118,987 and profits of $30,373 for male-owned businesses.

    There are a growing number of groups that support and advocate for women-owned businesses. An example is Count Me In (www.makemineamillion.org), which is the leading national not-for-profit provider of resources, business education, and community support for women entrepreneurs.

    Minority Entrepreneurs:

    There has been a substantial increase in minority entrepreneurs in the United States from 1996 to 2010. The biggest jump has come in Latino entrepreneurs, which increased from 11 percent to 23 percent from 1996 to 2010, followed by Asian entrepreneurs, which jumped from 4 percent to 6 percent during the same period. While these numbers are encouraging, in general, the firms created by minority entrepreneurs lag behind averages for all firms in terms of economic indicators. The Kauffman Foundation is one group that actively engages in research to not only track the growth in minority entrepreneurs but to better understand how to strengthen the infrastructures and networks to enable minority entrepreneurs to reach higher levels of financial success.

    Similar to women entrepreneurs, an important factor facilitating the growth of minority entrepreneurs is the number of organizations that promote and provide assistance. Examples include the Latin Business Association, Black Business Association, National Indian Business Association, The National Council of Asian American Business Associations, and the Minority Business Development Agency, which is part of the United States Department of Commerce.

    Senior Entrepreneurs:

    The increase in entrepreneurial activity among senior entrepreneurs, consisting of people 55 years and older, between 1996 and 2010 is substantial (from 14 percent to 23 percent). This increase attribute to several factors, including corporate downsizing, an increasing desire among older workers for more personal fulfillment in their lives, and growing worries among seniors that they need to earn additional income to pay for future health care services and other expenses. Many people in the 55 and older age range have substantial business experience, financial resources that they can draw upon, and excellent vigor and health.

    There are several interesting statistics associated with the increasing incidence of senior entrepreneurs. For example, 39 is now the average age of the founders of technology companies in the United States, with twice as many over age 50 as under age 25. Similarly, the steady increase in life expectancy means that Americans are not only living longer, but are living healthier longer, and are likely to remain engaged in either a job or an entrepreneurial venture longer in their lives than earlier generations.

    Young Entrepreneurs:

    Interestingly, a drop in new entrepreneurial activity for people in the 20 to 34 age range occurred between 1996 and 2010 (from 35 percent in 1996 to 26 percent in 2010); nonetheless, the number of young people interested in entrepreneurship remains strong. At the high school and younger level, according to a Harris Interactive survey of 2,438 individuals ages 8 to 21, 40 percent said they’d like to start their own business someday. A total of 59 percent of the 8- to 21-year-olds said they know someone who has started his or her own business. The teaching of entrepreneurship courses is becoming increasingly common in both public and private high schools. Not-for-profit agencies involving in these efforts too.

    The Network for Teaching Entrepreneurship (NFTE), for example, provides entrepreneurship education programs to young people from low-income communities. The organization’s largest annual event calls “Lemonade Day” and held each May. In 2011, over 120,000 kids attended one-day entrepreneurial training sessions in 31 cities. The program teaches children and teens how to borrow money and repay investors who help start their stands, and what to do with the profit, including donating some to nonprofit causes. Since its founding, the NFTE has reached more than 300,000 young people, and currently, has programs in 21 states and 10 foreign countries.

    In addition to the NFTE,

    A growing number of colleges and universities are offering entrepreneurship-focused programs for high school students. Babson College, for example, offers three Summer Study Programs for high school students. The first two programs, Babson Entrepreneur Development Experience and Babson Idea Generation Program, are resident programs for high school students entering their junior or senior year. Members of the Babson faculty teach in these programs; each program lasts seven weeks. The third program, Service Learning Experience, is a nonresident program for high school sophomores who are passionate about social outreach.

    On college campuses, interest in entrepreneurship education is at an all-time high, as will be described throughout this article. More than 2,000 colleges and universities in the United States, which is about two-thirds of the total, offer at least one course in entrepreneurship. Although the bulk of entrepreneurship education takes place within business schools, many other colleges and departments are offering entrepreneurship courses as well—including engineering, agriculture, theater, dance, education, law, and nursing.

    Who Changing Demographics of Entrepreneurs Bulletin board
    Who Changing Demographics of Entrepreneurs? Bulletin board image from Pixabay.

    Notes: Here are read it Who Changing Demographics of Entrepreneurs? Would you like more read it; What is an Entrepreneur?, and also read it What Is Entrepreneurship?, don’t forget read it; Why Become an Entrepreneur?, and Common Myths About Entrepreneurs.

  • Fourteen Common Myths About Entrepreneurs

    Fourteen Common Myths About Entrepreneurs

    Common Myths About Entrepreneurs; There are many misconceptions about who entrepreneurs are and what motivates them to launch firms to develop their ideas. Some misconceptions are because of the media covering atypical entrepreneurs, such as a couple of college students who obtain venture capital to fund a small business that they grow into a multimillion-dollar company.

    Here are the best fourteen Common Myths About Entrepreneurs.

    Such articles rarely state that these entrepreneurs are the exception rather than the norm and that their success is a result of carefully executing an appropriate plan to commercialize what inherently is a solid business idea. Indeed, the success of many of the entrepreneurs we study in each chapter’s Opening Profile is a result of carefully executing the different aspects of the entrepreneurial process. Let’s look at the most common myths and the realities of entrepreneurs.

    An entrepreneur has been defining as,

    “A person who starts, organizes and manages any enterprise, especially a business, usually with considerable initiative and risk”. “Rather than working as an employee, an entrepreneur runs a small business and assumes all the risk and reward of a given business venture, idea, or good or service offered for sale. The entrepreneur commonly sees as a business leader and innovator of new ideas and business processes.”

    Here are Fourteen Common types of Myths of Entrepreneurs:

    The following common myths of entrepreneurs are below;

    Myth I: Entrepreneurs are born, not made;

    This myth bases on the mistaken belief that some people genetically predisposes to be entrepreneurs. The consensus of many hundreds of studies on the psychological and sociological makeup of entrepreneurs is that entrepreneurs are not genetically different from other people. This evidence can interpret as meaning that no one is “born” to be an entrepreneur and that everyone has the potential to become one. Whether someone does or doesn’t is a function of environment, life experiences, and personal choices. However, there are personality traits and characteristics commonly associated with entrepreneurs; these are Common traits, myth, and Characteristics of Entrepreneurs;

    • A moderate risk taker – Optimistic disposition
    • A networker – Persuasive
    • Achievement motivated – Promoter
    • Alert to opportunities – Resource assembler/leverager
    • Creative – Self-confident
    • Decisive – Self-starter
    • Energetic – Tenacious
    • A strong work ethic – Tolerant of ambiguity
    • Lengthy attention span – Visionary

    These traits are developed over time and evolve from an individual’s social context. For example, studies show that people with parents who were self-employed are more likely to become entrepreneurs. After witnessing a father’s or mother’s independence in the workplace, an individual is more likely to find independence appealing.

    Similarly, people who personally know an entrepreneur is more than twice as likely to involve in starting a new firm as those with no entrepreneur acquaintances or role models. The positive impact of knowing an entrepreneur is explained by the fact that direct observation of other entrepreneurs reduces the ambiguity and uncertainty associated with the entrepreneurial process.

    Myth II: Entrepreneurs are gamblers;

    The second myth about entrepreneurs is that they are gamblers and take big risks. The truth is, entrepreneurs are usually moderate risk-takers, as are most people. The idea that entrepreneurs are gamblers originates from two sources. First, entrepreneurs typically have less structured jobs, and so they face a more uncertain set of possibilities than managers or rank-and-file employees.

    For example, an entrepreneur who starts a social network consulting service has a less stable job than one working for a state governmental agency. Second, many entrepreneurs have a strong need to achieve and often set challenging goals, a behavior that sometimes equates with risk-taking.

    Myth III: Entrepreneurs motivate primarily by money;

    It is naïve to think that entrepreneurs don’t seek financial rewards. As discussed previously, however, money is rarely the primary reason entrepreneurs start new firms and persevere. The importance and role of money in a start-up is put in perspective by Colin Angle, the founder, and CEO of iRobot, the maker of the popular Roomba robotic vacuum cleaner.

    Commenting on his company’s mission statement Angle said: Our, “Build Cool Stuff, Deliver Great Products, Have Fun, Make Money, Change the World” (mission statement) kept us (in the early days of the Company) unified with a common purpose while gut-wrenching change surrounded us. It reminded us that our goal was to have fun and make money. Most importantly, it reminded us that our mission was not only to make money but to change the world in the process. Some entrepreneurs warn that the pursuit of money can be distracting. Media mogul Ted Turner said, “If you think money is a really big deal you’ll be too scared of losing it to get it”.

    Extra Things;

    Similarly, Sam Walton, commenting on all the media attention that surrounded him after he was named the richest man in America by Forbes magazine in 1985, said:

    Here’s the thing: money has never meant that much to me, not even in the sense of keeping score. … We’re not ashamed of having money, but I just don’t believe a big showy lifestyle is appropriate for anywhere, least of all here in Bentonville where folks work hard for their money. We all know that everyone puts on their trousers one leg at a time. … I still can’t believe it was news that I get my hair cut at the barbershop. Where else would I get it cut? Why do I drive a pickup truck? What am I supposed to haul my dogs around in, a Rolls-Royce?

    Myth IV: Entrepreneurs should be young and energetic;

    Entrepreneurial activity is fairly evenly spread out over age ranges. According to an Index of Entrepreneurial Activity maintained by the Kauffman Foundation, 26 percent of entrepreneurs of ages 20 to 34, 25 percent of ages 35 to 44, 25 percent of ages 45 to 54, and 23 percent of ages 55 to 64. The biggest jump, by far, from 1996 to 2010, which is the period the Kauffman date covers, is the 55 to 64 age bracket. A total of 14 percent of entrepreneurs were 55 to 64 years old in 1996, compared to 23 percent in 2010.

    The increasing number of older-aged entrepreneurs is a big change in the entrepreneurial landscape in the United States. Although it is important to be energetic, investors often cite the strength of the entrepreneur (or team of entrepreneurs) as their most important criterion in the decision to fund new ventures. A sentiment that venture capitalists often express is that they would rather fund a strong entrepreneur with a mediocre business idea than fund a strong business idea and a mediocre entrepreneur.

    What makes an entrepreneur “strong” in the eyes of an investor is the experience in the area of the proposed business, skills and abilities that will help the business, a solid reputation, a track record of success, and passion about the business idea. The first four of these five qualities favor older rather than younger entrepreneurs.

    Myth V: Entrepreneurs love the spotlight;

    Indeed, some entrepreneurs are flamboyant; however, the vast majority of them do not attract public attention. Many entrepreneurs, because they are working on proprietary products or services, avoid public notice. Consider that entrepreneurs are the source of the launch of many of the 2,850 companies listed on the NASDAQ, and many of these entrepreneurs are still actively involved with their firms. But how many of these entrepreneurs can you name? Perhaps a half dozen? Most of us could come up with Bill Gates of Microsoft, Jeff Bezos of Amazon.com, Steve Jobs of Apple Inc., Mark Zuckerberg of Facebook and maybe Larry Page and Sergey Brin of Google.

    Whether or not they sought attention, these are the entrepreneurs who are often in the news. But few of us could name the founders of Netflix, Twitter, or GAP even though we frequently use these firms’ products and services. These entrepreneurs, like most, have either avoided attention or been passed over by the popular press. They defy the myth that entrepreneurs, more so than other groups in our society, love the spotlight. Now, Common Myths About Entrepreneurs by businesstown.com.

    Myth VI: Entrepreneurs Are High-Risk Takers;

    Entrepreneurs, Rye states, are often thought of in terms of the risk they assume. Even the dictionary describes an entrepreneur as one who assumes business risks. However, like all prudent businesspeople, entrepreneurs know that taking high risks is a gamble. Entrepreneurs are neither high nor low-risk takers. They prefer situations in which they can influence the outcome, and they like challenges if they believe the odds are in their favor.

    They seldom act until they have assessed all the risks associated with an endeavor, and they have an innate ability to make sense out of complexity. These are traits that carry them on to success where others fail. I certainly agree with Rye. Entrepreneurs generally seek the best risk/reward situation. Like most humans, they are often are a little hesitant to risk everything and take wild chances.

    Myth VII: Entrepreneurs Mainly Motivate to Get Rich;

    Any successful entrepreneur, argues Rye, will tell you that starting a business is not a get-rich-quick alternative. New businesses usually take from one to three years to turn a profit. In the meantime, you consider being doing well if you break even. During the business start-up stage, entrepreneurs do not buy anything they do not need, such as fancy cars. Most drive junk cars and use their surplus money to pay off debt or reinvest it in the business. Their focus is on creating a company with a strong financial base for future expansion.

    I largely agree with Rye. For entrepreneurs, money isn’t everything. But nothing is embarrassing about being partially motivated by money, as are most entrepreneurs. If entrepreneurs couldn’t get rich and get a financial reward for their work, the United States could be almost as poor as Cuba. It is OK to make money, build a business, and help build your local economy in the process.

    Myth VIII: Entrepreneurs Give Little Attention to Their Personal Life;

    All successful entrepreneurs, Rye says, work long hours, which cuts into their personal life. However, long working hours are not unique to entrepreneurs. Many corporate managers and executives work well beyond the average 40-hour workweek. The primary difference between the entrepreneur and his or her corporate counterpart is schedule control.

    In the corporate world, you may not have control over your schedule. If some higher-level manager calls a Saturday meeting, you’ve got no choice but to be there. Entrepreneurs don’t mind working 60- to 70-hour weeks, but they will do everything they can to preserve their private time. They schedule important meetings during the week so that they can have weekends off for their personal life, which is very important to them.

    I find what Rye says is true, that most entrepreneurs do not give a lot of attention to their personal lives. I have, at times, been an outlier and had almost no personal time, such as when I was a full-time student at Harvard Business School and running four start-up businesses at the same time, or was a full-time college student and starting an independent newspaper business. Sometimes, as an entrepreneur with an especially fast-growing business, you are going to have to sacrifice personal time.

    Myth IX: Entrepreneurs Are Often High-Tech Wizards;

    We are all aware, says Rye, of a few high-tech entrepreneurial wizards who have made it. Media attention overplays the success of these few high-tech entrepreneurs. Only a small percentage of today’s businesses consider high tech, and what was considered high tech just a few years ago not considers high tech by today’s standards.

    It takes high-profit margins, not high tech, to make it as an entrepreneur. One has only to look at the recent problems that have plagued the computer industry to understand this basic principle. High-tech personal computers did very well when they made high-profit margins. The industry then went into a nosedive when profits fell.

    Yes, I think Rye is right on the money. Very few businesses require high tech abilities. I have started and run a multimedia business, an interactive software business, and two Internet businesses, with virtually no tech experience or expertise. (Although to be sure, I did learn to do a little computer programming along the way when I start these businesses, to help me appreciate what the engineers were doing). Furthermore, most businesses are not even tech businesses at all.

    Myth X: Entrepreneurs Are Loners and Introverts;

    Initially, Rye says, entrepreneurs might work alone on a business idea by tinkering in the solitude of their garage or den. In this myth, I don’t agree with Rye. An astute entrepreneur knows that he or she must draw on the experience and ideas of others to succeed. Entrepreneurs will actively seek the advice of others and will make many business contacts to validate their business ideas. The entrepreneur who is a loner and will not talk to anybody will never start a successful business.

    I’ve spent a lot of time working largely in isolation during the early stages of building businesses. I think a lot of other entrepreneurs have, too. Not ideal in hindsight, but that’s what I often did. Generally, I think entrepreneurs are willing to work independently if it is necessary to succeed. But even independent-minded people can get lonely, especially if you are working day and night in a small home-based business.

    Myth XI: Entrepreneurs Are Job Hoppers;

    A recent study of successful entrepreneurs, notes Rye, showed that most of them worked for a large corporation for several years before they started their own business. In every instance, they used the corporate structure to learn everything they could about the business they intended to establish before they started their own. Entrepreneurs are not job hoppers.

    I tend to agree with Rye. I think most entrepreneurs have usually had a good track record in the workplace. Most have spent years working for other people before going on their own. But you don’t have to do so to succeed. The longest single job I ever held lasted about eight weeks, but in total, I’ve only worked a few months for anyone else in my entire lifetime.

    Myth XII: Entrepreneurs Finance Their Business with Venture Capital;

    Entrepreneurs, Rye says, know that venture capital money is one of the most expensive forms of funding they can get. Consequently, they will avoid venture capitalists, using them only as a last resort. Most entrepreneurs fund their business from personal savings, or by borrowing from friends or lending institutions.

    I often remind people that venture capital is a relatively small industry and, as such, finances an extremely minute number of small businesses. To finance by a VC firm, your business might need to meet all kinds of criteria, and then find a VC firm that loves it. Furthermore, since VC firms tend not to want to put much money into any one startup, most VC-funded startups have to get money from not one but several different firms.

    Myth XIII: Entrepreneurs Are Often Ruthless or Deceptive;

    Rye thinks that some people believe that to make it as an entrepreneur; you have to be deceptive and step on anybody who gets in your way. On the contrary, this mode of operation doesn’t work for the entrepreneur. The truly ruthless or deceptive entrepreneur will often alienate others; and, forces to waste time and energy repairing relationships with employees, customers, and suppliers, or simply fail.

    I don’t know if people predispose to think negatively of entrepreneurs as Rye states. But, in any event, I think entrepreneurs have some bad apples in their ranks. Not many, but some. I have lost sales to competitors who fabricate the facts, exaggerate the truth, slander their competitors, and engage in all kinds of other unethical behavior. But I have found that such competitors eventually implode.

    Often, they lose their best employees, whom they also treat poorly, or they lose their customers. Once, when I was in a dogfight with a ruthless competitor in a business that was extremely dependent upon sales, his three best salespeople, as well as his sales manager, approach me on their initiative and end up joining my team.

    Myth XIV: Entrepreneurs Have Limited Dedication;

    Rye says it is a myth that entrepreneurs do not dedicate to any one thing. But he adds that dedication is an attribute that all successful entrepreneurs exhibit. They dedicate to becoming their boss. To this end, they’ll work like a dog to make their business succeed.

    While I agree with Rye that entrepreneurs will work like a dog to succeed; I do think that many entrepreneurs can change businesses or direction quicker than other people. Often, this ability to switch direction quickly can be essential for success, and entrepreneurs tend not to switch direction recklessly, although there are always exceptions. Finally, you may understand the best fourteen Common Myths About Entrepreneurs.

    Fourteen Common Myths About Entrepreneurs Macbook
    Fourteen Common Myths About Entrepreneurs, Macbook image from Pixabay.

    Notes: Here are read it Common Myths About Entrepreneurs, Would you like more read it; What is an Entrepreneur? and also, read it What Is Entrepreneurship?, don’t forget read it; Why Become an Entrepreneur?, Next up; Who Changing Demographics of Entrepreneurs?.

  • Why Become an Entrepreneur? Make Own Business

    Why Become an Entrepreneur? The three primary reasons that people become an entrepreneur and start their own firms are to be their own boss, pursue their own ideas, and realize financial rewards. Also, Top best major degree to become an Entrepreneur ideas essay online with no money for inside a company today.

    Here is the article to explain, How to Become an Entrepreneur? Their ideas essay online with no money for inside a company today.

    The first of these reasons being one’s own boss gives most commonly. The following reason below are;

    Be Their Own Boss.

    The best major degree to become an entrepreneur inside a company with no money. This doesn’t mean, however, that entrepreneur is difficult to work with or that they have trouble accepting authority. Instead, many entrepreneurs want to be their own boss because either they have had a longtime ambition to own their own firm or because they have become frustrated working in traditional jobs.

    The type of frustration that some entrepreneurs feel working in conventional jobs is exemplified by Wendy DeFeudis, the founder of VeryWendy, a company that makes customized social invitations. Commenting on how her experiences working for herself have been more satisfying than working for a large firm, DeFeudis remarked:

    I always wanted to be my own boss, I felt confined by the corporate structure.

    I found it frustrating and a complete waste of time—a waste to have to sell my ideas to multiple people and attend all kinds of internal meetings before moving forward with a concept.

    Why you’re to be?

    Sometimes the desire to be their own boss results from a realization that the only way they’ll achieve an important personal or professional goal is to start their own business. Christopher Jones, David Labat, and Mary McGrath started a business for this reason. The three, who are educational psychologists, had secure jobs at a public school in the Santa Clarita Valley, north of Los Angeles.

    Over time, they felt inhibited by the limited range of services they were able to provide students in a school setting; so they left their jobs to start Dynamic Interventions, a more full-service educational psychology, and counseling center. Recalling why he and his colleagues needed to leave their jobs to become their own bosses Jones said:

    The idea came from some general frustrations with not being able to practice the breadth of service that [we wanted to]. And instead of going to work and being angry about it for the next 30 years, we decided to do something about it. With Dynamic Interventions, our service doesn’t stop at the end of the school day. We can go more in-depth and be more beneficial to the whole family.”

    Pursue Their Own Ideas:

    The second reason people start their own firms is to pursue their own ideas (201). Some people are naturally alert, and when they recognize ideas for new products or services; they have a desire to see those ideas realized. Corporate entrepreneurs who innovate within the context of an existing firm typically have a mechanism for their ideas to become known.

    Established firms, however, often resist innovation. When this happens, employees are left with good ideas that go unfulfilled. Because of their passion and commitment; some employees choose to leave the firm employing them to start their own business as the means to develop their own ideas. This chain of events can take place in noncorporate settings, too.

    For example, some people, through a hobby, leisure activity, or just everyday life; recognize the need for a product or service that is not available in the marketplace. If the idea is viable enough to support a business; they commit tremendous time and energy to convert the idea into a part-time or full-time firm.

    Other ideas:

    An example of a person who left a job to pursue an idea is Kevin Mann, the founder of Graphic.ly; a social digital distribution platform for comic book publishers and fans. Mann became discouraged when he couldn’t find a comic book in which he was interested. He even took a 100-mile train ride to search for it in a neighboring city. His frustration boiled over on the train ride home:

    “I kept thinking that there had to be a better way of buying comics, and then it dawned on me. That morning I had purchased a movie from iTunes, which I was watching right there on the train. Why shouldn’t buying comics be just as easy? Why did I have to travel over 100 miles and waste the better part of a day, all for nothing? I realized I had two options. I could quit buying comics or I could quit my job and build the iTunes of comics.”

    This revelation led to the launch of Graphic.ly in the fall of 2009. Today, Graphic.ly is both a robust platform for the sale of digital comics and a social network for people who enjoy discussing the comics they’re reading. Following up on the story about the train ride, Mann went on to say:

    That’s how Graphic.ly started and my enthusiasm for comics has now transferred to a business I love being part of. Every single day I am excited to go to work. I get to create and innovate in a sector I love. Ultimately, I’ll solve a problem that was ruining something very special to me.

    Pursue Financial Rewards:

    Finally, people start their own firms to pursue financial rewards. This motivation, however, is typically secondary to the first two and often fails to live up to its hype. The average entrepreneur does not make more money than someone with a similar amount of responsibility in a traditional job. The financial lure of entrepreneurship is its upside potential. People such as Jeff Bezos of Amazon, Mark Zuckerberg of Facebook, and Larry Page, and Sergey Brin of Google made hundreds of millions of dollars building their firms. Money is also a unifier. Making a profit and increasing the value of a company is a solidifying goal that people can rally around.

    But money is rarely the primary motivation behind the launch of an entrepreneurial firm. Some entrepreneurs even report that the financial rewards associated with entrepreneurship can be bittersweet if they accompany by losing control of their firm. For example, Sir Richard Branson, after selling Virgin Records, wrote, “I remember walking down the street (after the sale was completed). I was crying. Tears . . . [were] streaming down my face. And there I was holding a check for a billion dollars. . . . If you’d have seen me, you would have thought I was loony. A billion dollars.” For Branson, it wasn’t just the money it was the thrill of building the business, and of seeing the success of his initial idea.

    Why Become an Entrepreneur Make Own Business Image
    Why Become an Entrepreneur? Make Own Business; Image from Pixabay.