ENTREPRENEURSHIP

ENTREPRENEURSHIP

Welcome!

M1-F1

What are your expectations?

Why are you here?

HOW DO ENTREPRENEURS BEHAVE

Attribute to themselves and to their behavior the
causes of their successes and failures, and take
personal responsibility for their outcomes.

M1-F3

ANALYSING THE OUTCOMES

People develop general expectations and beliefs about
the causality between their actions in the environment
and the reinforcement received from it;
The individual experience influences ones perception of
the world. From this statement, one can learn that the
responsibility over ones actions or personal choices
relates either to oneself (internal locus) or to the
environment (external locus).

M1-F4

INTERNAL LOCUS OF
CONTROL

EXTERNAL LOCUS OF
CONTROL

People who believe they can

interfere and impact on their
outcomes according to
their behavior, their work,
their effort and their internal
disposition competences,

People who believe the

outcomes are not a natural
consequence of their actions.
What sets up is destiny, the
circumstances, luck,
powerful third parties

Refers to ones will for taking

personal responsibility and
control over ones own
reinforcement and
motivation

Refers to those who believe

their reinforcement is not
under their personal control

M1-F5

THE ENTREPRENEURS AGE

M1-F6

This workshop will allow you to:

Familiarize yourself with successful entrepreneurial

behaviors
Know and learn how to recognize an entrepreneurial
behavior
Develop the competencies
Apply them to your life and business
Develop the Internal Locus of Control

M1-F7

WHERE ENTREPRENEURS SEE

Objectives,
First steps,
Opportunities,

OTHERS SEE
Problems,
Vicious circles,
Chaos and confusion.

M1-F8

THREE TYPES OF MOTIVATION

Achievement
Affiliation
Power

M1-F9

Motivation

Behavior

M1-F10

Achievement

Planning
Power
M1-F11

ACHIEVEMENT CLUSTER
Opportunity seeking and
initiative
Demand for quality and
efficiency
Risk taking
Persistence
Commitment

M1-F12

PLANNING CLUSTER
Goal setting
Information seeking
Systematic planning and monitoring

M1-F13

POWER CLUSTER

Persuasion and networking

Independence and self-confidence

M1-F14

LEARNING CYCLE

M1-F15

STEPS OF THE LEARNING CYCLE

Recognition
1
Practice ( during and
after workshop in

l
business

Understandin
g

your rea

Elaboration

3
4

Experimentation
M1-F16

Selfassessment

PRINCIPLES OF ADULT LEARNING

We learn best from what we do;

We learn only what we want to;
We learn better with methods that build upon and
make use of our own experiences. Explain this part
very well )

M1-F17

QUOTE (relate to paper cup each of

three phase and what happened )
What I hear, I forget;
what I see, I remember;
what I do, I learn.

M1-F18

PARTICIPATION ( from the begianing

of the morning i was addresing all
things by my self )
Decrease
Increases
s
Order;
Chaos;

M1-F19

Calmness;

Noise;

The role of the

trainer.

Anarchy.

QUOTE

True learning flourishes in

chaos.
Marina Fanning

M1-F20

STRUCTURE OF THE WORKSHOP

Six days

S
E
L
E
C
TIO
N
M1-F21

Planning
Achievement
Power
Business Creation
Exercise
Extra activities

P
R
A
C
T
I
C
E

REACTIONS TO THIS WORKSHOP

The mystic
comment
confu
The
tourist
The believer

The Critical
Thinker
M1-F22

THE OBJECTIVE OF THIS CONTRACT

To build up the basic conditions for this workshop to

be developed with high quality standards, allowing
you to acquire real and tangible improvement on
your performance as an entrepreneur.

M1-F23

PEC PROFILE
SELF-ASSESSMENT

M2-F1

JOHARI WINDOW
Known
to self
Known
to others

Unknown
to others

M2-F2

1.

Free area
(Public)

3.

Hidden area
(Private)

Unknown
to self
2.

Blind area
(Bad breath)

4.

Unknown
area
(Unconscious)

JOHARI WINDOW

M2-F3

Free

Blind

Hidden

Unknown

GOAL SETTING

M3-F1M1-F16

Goal Setting
Sets goals and objectives which are personally
meaningful and challenging
Articulates clear and specific long-term goals
Sets measurable short-term objectives

QUOTE
The wind never helps the
boat that has no clear
destination.
Seneca

M3-F2

WHY ESTABLISH OBJECTIVES?

M3-F3

WHY DONT WE ESTABLISH

OBJECTIVES?

M3-F4

MY MOVIE

HOW ENTREPRENEURS BEHAVE?

they have a long range vision and know where they are
going;
theyre aware of their strengths and weaknesses;
they do strive to achieve their objectives;
they take advantage of their strengths and anticipate
problems that may arise from their weaknesses.

M3-F5

EXTRA ACTIVITY

Present a goal or objective that you have set to a

close
person, relative or partner.
Listen carefully to your counterpart.

Tomorrow we will begin by talking about this activity,

that
may be very important to you.

M3-F6

BCE EXERCISE
STEP 1

M1-F16

BCE COMPANY
It is a real business;
The company may buy, sell, manufacture, rent, render
services;
It must be a different business than the one you already
have;
Maximum of two partners per company;
Your activities will be closed by 14:00 on the last day of the
workshop;
Your outcomes should be stated and documented.
M4-F2

BASIC STEPS
Establish the company / partners;
Market research;
Identify your products or services;
Prepare a Business Plan;
Get credit, if necessary, with Empretec bank or other
source;
Run the company;
Close out the BCE company, payback the loan,
calculate and present the outcomes.
M4-F3

REGISTRATION OF THE BCE

COMPANY
Name of the company;
Name of the partners;
Description of the products and services
offered.

M4-F4

PARTNERS
+ Advantages

- Disadvantages

+ Abilities / competences

Potential disagreement

+ Time

Splitting the profit or outcomes

+ Resources

Confusion in decision making

Most entrepreneurs rather work alone.

M4-F5

ENTREPRENEURSHIP
TRAINING WORKSHOP
Second day

SYSTEMATIC
PLANNING AND
MONITORING

M5-F1M1-F16

QUOTE
If you dont know where to go, any
road will take you there
The executive who saw his
thoughtful plans fail due to
unexpected changes is only one, in
comparison to a dozen of others
that let themselves fail for not
having any plan at all.

M5-F2

STEPS OF THE
RESULTS-ORIENTED PLANNING
1. Objective

What?

2. Activities

How?

3. Schedule

When?

4. Responsibilities
5. Resources / Costs

M5-F3

Who?
How much?

WHATS AN OBJECTIVE?

M5-F4

CRITERIA FOR WRITING GOOD

OBJECTIVES
Specific;
Measurable;
Clear;
Realistic;
Bear a challenge;
Have personal meaning;
Time bounded.

M5-F5

WHATS AN ACTIVITY?

M5-F6

ACTIVITIES AND OBJECTIVES

Objectiv
e
Outcome to be
achieved in the
future

Activity
Action in the present

M5-F7

OPPORTUNITY SEEKING
AND INITIATIVE

M6-F1M1-F16

NINE DOTS

M6-F2-1

NINE DOTS

M6-F2-2

QUOTE
Where others see problems,
entrepreneurs see
opportunities.
Creativity emerges from the
elimination of all unnecessary
assumptions.

M6-F3

WHAT COULD ONE DO

WITH THIS SAWDUST?

M6-F10

Ideas are useless to

entrepreneurs, unless
someone is willing to
pay for them

M6-F5

Every business attempts

to respond to a need

M6-F4

INNOVATION
Is the introduction of a product or
service that is new or significantly
improved, considering its characteristics
or expected use. It may also be the
implementation of production,
distribution, marketing or organizational
methods and processes that are new or
significantly improved.
M6-F6

QUOTE
Innovation practice is a specific tool for
successful entrepreneurs.
Its the means for them to explore
changing circumstances as opportunities
to launch a new business or a different
service.
Therefore, entrepreneurs need to go
after innovation sources with
Peter
determination.
Drucker

M6-F7

SELF ASSESSMENT IN INNOVATION

SCORING

0 40
41 80
81 120

M6-F8

NUMBER OF
PARTICIPANTS

SELF ASSESSMENT IN INNOVATION

HOW TO INTERPRET YOUR SCORE

M6-F9

Scores

Predisposition to Innovate

0 40

Low

41 80

Medium

81 120

High

NEEDS AND UNDERUTILIZED RESOURCES

Thefts
PROBLEMS AND
UNMET NEEDS

Lack of qualified labour

Lack of leisure options

Cinemas
UNDERUTILIZED
RESOURCES

Old factories facilities

Unfinished buildings

M6-F11

OPPORTUNITY IDENTIFICATION
UNDERUTILIZED
RESOURCES

BUSINESS
OPPORTUNITIES

Thefts

manpower, industrial
facility

Locking systems

Hot weather

know how, raw

materials

Fans and air

coolers

Deseases

unfinished building Medical clinic

Boredom

cinema

PROBLEMS

M6-F12

Leisure club

EXTRA ACTIVITY
Present your business idea to a close person, relative or
partner even if its still just an idea;
Explain why do you believe it will be successful;
Dont forget that your friends can help you to develop
your business idea, supporting you
This activity is very important
Tomorrow we will begin the day with your testimony
over these talks

M6-F13

STAMPS BOOK

M7-F1M1-F16

ARE YOU AN
ENTREPRENEUR?

TAKING
CALCULATED
RISKS
RING TOSS GAME

M8-F1M1-F16

WHY HAVE YOU CHOSEN THAT

POSITION?
Take a challenge
Play, have fun
Accomplish the
task

M8-F2

FIRST ROUND
The Successful Entrepreneur will:
set an objective that is not too easy, but that it is not
impossible to reach.
avoid haste and think carefully about even such an
apparently trivial task.
do something that is worthwhile doing according to
his/her own criteria.

M8-F3

WHY?

To give oneself a worthwhile task

M8-F4

SECOND ROUND
How were you
influenced?

M8-F5

SECOND ROUND
How were you
influenced?
Avoid embarrassment;
Wanted to show off;
Wanted to be admired.

M8-F5

SECOND ROUND
The Successful Entrepreneur:
Takes calculated risks;
Establishes objectives with moderate failure
risk level, maintaining a certain degree of
emotion and uncertainty but not too much;
Pays little attention or no attention at all to the
presence or absence of an audience;

M8-F6-1

SECOND ROUND
The Successful entrepreneur:
Is satisfied in improving ones own performance
regardless of others achievements;
Increases or reduces ones goals according to what one
believes is ones own capacity, regardless of what others
do or think;
Takes full responsibility for the outcomes of what one
does and doesnt blame luck or other external
circumstances for the results.

M8-F6-2

THIRD ROUND
Entrepreneurs generally dont like gambling, but they like to
compete in situations where they feel they are responsible for the
results, and not a horse or dice, for example;
Their main interest relies on the task. Money itself is unlikely to
make a big difference in how an entrepreneur performs. To them,
money is only an indicator of success. Therefore, hardly they
would throw from positions 9 or 10 hoping to obtain extraordinary
gains.

M8-F7-1

THIRD ROUND
When considering making money decisions, they
typically choose an option which has the greatest
probability of giving them positive earnings on their
investment, even if this return is small.
Entrepreneurs compute their chances for success and
avoid excessive risks, but they do not fear failure.

M8-F7-2

QUOTE
Nothing ventured, nothing
gained
Unknown
Take calculated risks; that is
quite different from being
rash.
General Patton
Fortune sides with the one who
dares.
Virgil
M8-F8

ENTREPRENEURSHIP
TRAINING WORKSHOP
Third day

BCE COMPANY
STEP 2
ADVERTISEMENT

M4-F6M1-F16

BCE COMPANY
STEP 3
EMPRETEC BANK

M4-F7M1-F16

INFORMATION
SEEKING

M10-F1
M1-F16

JUDGEMENT CRITERIA
BP ASSESSMENT
Presentation
Content
Precision
Usefulness
Punctuality on delivery

M10-F2

ENTREPRENEURSHIP

Fourth day

INFORMATION
SEEKING

M10-F1
M1-F16

JUDGEMENT CRITERIA
BP ASSESSMENT
Presentation
Content
Precision
Usefulness
Punctuality on delivery

M10-F2

INFORMATION SEEKING
OBJECTIVES
Clarifying goals;
Identifying risks;
Determining priorities;
Assigning responsibilities;
Defining deadlines.

M10-F4

KEY LEARNINGS
Planning;
Priorities;
Presentation;
Delivery;
Quantity versus Quality;
Composed information;
Availability of data.

M10-F5

QUOTES
Information means power.
Unknown

There are no foolish questions,

only fools who dont ask
questions.
Unknown

M10-F6

THE BUSINESS PLAN

M11-F1
M10-F2

WHAT IS A BUSINESS PLAN?

A Business Plan is a document that describes the
objectives of a business and which steps should be
taken to make the goals achievable, reducing risk and
uncertainty.

M11-F2

WHATS THE BUSINESS PLAN USEFUL

FOR?
To determine the feasibility and potential outcomes of the
venture, considering marketing, financial and operational
aspects;
To clear the opportunities and establish the future
outcomes of the venture;
To identify the necessary resources for starting the
operations of the new business;
To develop ideas on how should the business be
conducted;

M11-F3-1

WHATS THE BUSINESS PLAN USEFUL

FOR?
To analyze future scenarios for the venture;
To refine strategies and avoid mistakes;
To assess the present stage of the company, and
provide a reference for future comparison;
As a milestone for strategic planning, commercial
decisions, operational forecasts and budgeting the new
decisions;
As a tool for negotiating with partners, suppliers and
customers, and also to contribute for obtaining banking
credit access.
M11-F3-2

WHAT IS THE BUSINESS PLAN

DESTINATION?
The company itself;
Partners;
Suppliers;
Clients;
Investors.

M11-F4

WHAT SHOULD A BP IDENTIFY?

Market;
Product or service;
Potential risks and problems;
Long-term profits;
Cash flow needs;
How should the business be conducted;
The entrepreneurs credentials to run the
business.

M11-F5

BUSINESS PLAN CONTENT

1. Executive Summary;
2. Market analysis;
3. Marketing Plan;
4. Operational Plan;
5. Financial forecasts.

M11-F6

EXECUTIVE SUMMARY
The main points of the BP:
- Business description;
- Main products / services;
- Main clients;
- Total assets, gross revenues projection and
expected profitability;
- Estimated ROI and Breakeven Point;
- Entrepreneurs introduction.

M11-F7-1

EXECUTIVE SUMMARY
Ventures introduction:
- Legal registration data;
- Companys mission and vision;
- Field / sphere of work;
- Legal composition;
- Total legal assets.
Capital sources.

M11-F7-2

MARKET ANALYSIS
Clients;
Competitors;
Suppliers.

M11-F8

MARKETING PLAN
Main products or services;
Prices and conditions for
acquisition;
Promotional strategies;
Commercial structure;
Business / stores location.

M11-F9

OPERATIONAL PLAN
Production plants layout;
Outsourcing;
Operational capability;
Main operational processes;
HR needs.

M11-F10

FINANCIAL PLAN
Total assets:
- Total investments needed;
- Running capital;
- Pre-operational costs.
Monthly revenues expectation:
- Sales forecast.

M11-F11-1

FINANCIAL PLAN
Cost forecast:
- Unit costs (raw material, outsourcing);
- Commercial costs;
- HR costs;
- Depreciation forecast;
- Monthly fixed costs.

M11-F11-2

FINANCIAL INDICATORS
Breakeven point;
Profitability;
ROI;
Payback.

M11-F12

SCENARIO ANALYSIS
To analyze aggressive and conservative projections,
probable outcomes and preventive actions needed;
Main possibilities to be considered:
- On the first semester / year sales bellow the forecast;
- Delays on starting the activities;
- Marketing strategy failure;
- Financial resources needs above the predicted budget;
- Unpredicted competitors reaction.

M11-F13

STRATEGIC ASSESSMENT
SWOT Analysis:
- Strengths;
- Weaknesses;
- Opportunities;
- Threats.

M11-F14

BP ASSESSMENT
Assess the data remember that your BP should answer
properly to the question Is it worth to start this
company?;
The BP should be periodically evaluated to verify if the
forecasts are being fulfilled, and the reasons if not /
possible consequences for that;
The BP should be adapted to new realities.

M11-F15

BP ELLABORATION
Review
Before preparing the BP, have clear goals and a clear
vision of the opportunities to be developed;
Be careful about the data used: only include information
which is trustable and can be proved;
Know data sources and conditions for the scenario
analysis;

M11-F16-1

BP ELLABORATION
Review
Use a BP Model which fits your industry, and that will
allow to better organize the data for your goals;
Write it with an enthusiastic, yet realist approach;
Dont rush on preparing your BP. Do not prepare it in
a single step, but gradually as you acquire the data
needed;

M11-F16-2

BP ELLABORATION
Review
The Business Plan should not be a long document yet
not too short. Ideal size ranges around 15-20 pages,
depending on the companys situation, size and age;
Use clear and simple language, avoiding technical terms
(even if widely used in your industry). Do not forget to
revise grammar.

M11-F16-3

QUALITY

M12-F1
M11-F16

QUALITY DEFINITIONS
Quality results from the conviction that anything can be
improved;
Quality usually comes from lack of satisfaction with the
way things are being done. People concerned about
quality believe that theres always a better way to do
something;
Quality means being proud of what you do, consistent
about what you manufacture or sell. Quality means
respect;

M12-F2-1

QUALITY DEFINITIONS
Quality is not simply a technical aspect or an ability. Its a
state of mind. Its a passion. It appears in everything you
do, all the time. Concern for quality is part of the
entrepreneurs living;
Quality demands persistence.

M12-F2-2

QUOTES
We would be much better if we
did not want to be extraordinarily
good.
Sigmund Freud
Great is the main enemy of
good.
Unknown

M12-F3

WHY IS QUALITY
IMPORTANT?

M12-F4

THE RELATION BETWEEN THE

FACTORS
Quality

Cost

Time

Innovation happens when its possible to

increase one of the factors
without decreasing the other two.

M12-F5

PRODUCT IMPROVEMENT EXERCISE

No suggestion should be left behind;

Group members who are less familiar with the
product / process should suggest first;
The more ideas, the better.

M12-F6

EXTRA ACTIVITY

How to improve or to innovate in your BCE?

M12-F7

PLANNING CLUSTER
REVIEW

M13-F1
M13-F2

QUOTE

We are what we do repeatedly.

Therefore, excellence is a habit,
not an incident.
Aristotle

M13-F2

LEARNING HAPPENS WHEN

We recognize a behavior;
We practice a behavior;
We reinforce a behavior.

M13-F3

PERSISTENCE AND
COMMITMENT

M14-F1
M13-F2

QUOTES
Success in business depends
10% from inspiration and 90%
from perspiration.
To do something and fail is
experience. Real failure is not doing
anything at all.
Failure is the first step on the road
to success.

M14-F2

If there is no chance of
failure, there is no
objective.

M14-F4

PERSISTENCE
Persistence as obstinacy doing the same thing
repeatedly;
Persistence as problem solving making adjustments
or
changing tactics;
Persistence as commitment to work making personal
sacrifices or extraordinary efforts to accomplish a task;
Persistence as self-confidence keeping your point of
view, even in light of opposition or initially bad outcomes.

M14-F5

You have ten minutes to

play the best you can.

M14-F3

ENTREPRENEURSHIP

Fifth day

EFFICIENCY

M15-F1
M13-F3

EFFICIENT PEOPLE
Think of an efficient person you know;
How does an efficient person behave?

M15-F2

BETTER, FASTER, CHEAPER

Successful entrepreneurs always act to do things a
little bit better, a little bit faster and/or a little bit
cheaper.

M15-F3

EFFICIENCY SELF-ASSESSMENT
Quality

Costs

Time

Innovation happens when one

aspect is increased without
decreasing the other two.

M15-F4

QUOTES
Why it seems there is never
enough time to do things right,
but theres always enough time to
do it over?
Efficiency is the intelligent
laziness.

M15-F5

SELF-ASSESSMENT
Think of an important activity that you
carry on in your business;
Think of how could you do it in a more
efficient way;
Share your thoughts.

M15-F6

EFFICIENCY
GAME

EFFICIENCY EXERCISE OUTCOMES

Team

1
2
3
4

M15-F7

# of Unities

Time

Cost per Unit

APPLYING TO YOUR BUSINESS

Costs

Quality

Time

Maintain the same quality reducing either costs or time

OR
Improve the quality without increasing neither costs nor time.

M15-F8

EXTRA ACTIVITY

Make a list of real efficiency

improvements that you can implement
immediately in your business.

M15-F9

ACHIEVEMENT
CLUSTER
ASSESSMENT

M16-F1
M15-F2

QUOTE

We are what we do
repeatedly. Therefore,
excellence is a habit, not an
incident.
Aristotle

M16-F2

LEARNING HAPPENS WHEN

We recognize a behaviour;
We practice a behaviour;
We reinforce a behaviour.

M16-F3

POWER

M17-F1
M16-F2

DIFFERENCES BETWEEN THE

SITUATIONS
Authority;

Lack of authority;

Clear responsibility;

Obscure
responsibility;

Simple task;
Resources.

M17-F2

Complex task;
Obstacles.

POWER DEFINITION

Power is the ability of having things

done when and how one wishes... Of
molding changes in the world... Of
obtaining cooperation and action.

M17-F3

POWER MAP

Control

Influence
Environment

M17-F4

POWER EQUATION

P = (E + I + C)
Power equals to the addition
of Environment, Influence and
Control areas.

M17-F5

BUSINESS SITUATIONS

Selling
Buying
Demanding

M17-F6

AUTHORITY IS BASED ON
A. Coercion;
B. Connection;
C. Competence;
D. Information;
E. Position;
F. Identification;
G. Reward.

M17-F7

SUCCESSFUL ENTREPRENEURS TEND

TO
Use all power sources;
Easily change from one to another.

M17-F8

PERSUASION IS USEFUL WHEN

Dealing with customers;
Dealing with suppliers;
Dealing with employees.

M17-F9

OUTCOMES SHOE NEGOTIATION

Team
1
2
3
4
5
6
7
8
9
10
11
12

M17-F10

Pairs

Price

Sole

Payment

Delivery

SHOE NEGOTIATION TABLE

CHARLES, THE
SHOEMAKER
Needs

THOMAS, THE SHOE

PURCHASER

Cash on delivery

Pre-molded sole

Minimum Price of USD 22.00

New order in no more than 1

week

Hand-made sole

30-day credit payment

Minimum of 100 pairs

Wants

2-week delivery
USD 25.00 / hand-made sole
USD 27.50 / pre-molded sole

May

M17-F11

Pre-molded sole

Cash on delivery

Up to 200 pairs per week

Pay up to USD 30.00 / pair

ENTREPRENEURSHIP
WORKSHOP
Sixth day

POWER CLUSTER
REVIEW

M18-F1
M17-F2

QUOTE

We are what we do
repeatedly. Excellence
therefore, is a habit, not an
incident.

Aristotle

M18-F2

LEARNING HAPPENS WHEN

We recognize a behavior;
We practice a behavior;
We reinforce a behavior.

M18-F3

QUOTE

Doing something and failing

means experience. True failure is
never doing anything at all.

M4-F8

ENTREPRENEURS ENHANCE THEIR SELFCONFIDENCE WHEN:

regard failure as an opportunity to learn;
break large tasks in sub-tasks;
develop situations where success may be
achieved;
act;
view the future as an opportunity to improve,
without wasting time regretting past events.

M4-F9

SELF-CONFIDENCE
It has been scientifically determined
that the bumblebee can not fly.
Its head is too big, and its wings too
small to sustain its body.
According to the laws of aerodynamics,
it simply can not fly.
But no one has told that to the
bumblebee.
And so it flies.
M4-F10

NEXT STEPS

M19-F1
M17-F2

GUIDELINES TO WRITING CONTRACTS

Write the contracts terms;
Explain the reasons why its important to fulfill it;
Give yourself a reasonable challenge;
Establish a deadline;
Do not be hasty on writing the contract;
Only write contracts about issues that can be seen and
measured;
Write in positive terms;
Stick to the contract for the determined period;
Share.
M19-F2

HOW TO ACQUIRE THE PECS

Having them;
Learning them;
Choosing a business partner who has
them;
Reducing the dependence of the weak
PECs.

M19-F3

CLOSURE

M20-F1
M19-F2

REACTIONS TO THIS WORKSHOP

The mystic
The tourist
The believer
The critical
thinker
M20-F2