...BPP Business School Finance Department Financing Entrepreneurial Initiatives Module Outline 1. Module Details It is a Level 7 (Master’s Level) elective module with 15 credits. As a pre-requisite students need to have taken Financial Statement Analysis or an equivalent Accounting course. There will be 10 sessions, 3 hours each every week. Tim Wiscarson will teach the course. 2. Aims and Objectives The course aims to provide students with a strong foundation in evaluating different business models and opportunities and understand the various ways unlisted companies can be built and listed. It is designed to expose the student to many different kinds of situations involving a critical evaluation of the business, for the purpose of determining its value and for seeking financing. It shows how the various financing and investment activities can have an impact on the structure, operations as well as the future of the business. 3. Syllabus 1. Outline The module aims to provide the students with an overview of analysis and valuation of different business models and entrepreneurial opportunities. It introduces different types and sources of financing and the various elements involved from both the management as well as the investor point. It aims to develop the students’ skills in addressing financing and investment issues within an entrepreneurial company and understand how to approach the market investors. As such it targets to enhance...
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...contexts marked by different constitutions of gender identities and networks of power, both within the context of contributions within this special issue but also more broadly within the field of gender and entrepreneurship research. Design/methodology/approach – The authors adopt a feminist perspective and analyse the different framings of identity within gender and entrepreneurship literature and their contributions to our understandings of the concepts of both power and gendered identities. Findings – The paper finds that power and identity are configured in different contexts in ways that open arenas for future analysis. Originality/value – The paper highlights the importance of considering masculinities within gender and entrepreneurship research offering support for further analyses of entrepreneurial masculinities by examining two studies that expose entrepreneurial masculinities as shifting subjectivities influenced by men’s social power, but also by interactions between men and women and broader cultural contexts and transitions. In so doing, it contributes to the research agenda in relation to gender and entrepreneurship in different contexts. Keywords Gender, Entrepreneurialism, Women entrepreneurs, Masculinities, Identity, Power, Research work, Feminism Paper type Research paper...
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...quantitative approach, little is known about the environmental factors that affect this phenomenon. For this reason, the main purpose of the present study is to statistically explore the relationship between environmental factors and social entrepreneurship, as seen through a cross-country comparison and in the light of institutional economics as the conceptual framework. Linear regression analysis is used over a sample of 49 countries to study the impact of formal institutions (public spending, access to finance and governance effectiveness) and informal institutions (social needs, societal attitudes and education) on social entrepreneurial activity. The main findings suggest that, while societal attitudes increase the rates of social entrepreneurship, public spending has a negative relationship with this phenomenon. Contributions of the research are both conceptual, in terms of development in the field of social entrepreneurship from an institutional perspective, and practical, in terms of designing policies to promote social enterprise creation. Keywords: Social entrepreneurship, social entrepreneurial activity, environmental factors, institutions, institutional economics. 3 TABLE OF CONTENTS 1. Introduction 2. Conceptual framework 2.1 Social entrepreneurship: State of the art 2.1.1 Contents of existing research on social entrepreneurship 2.1.2 Methodological issues on social entrepreneurship research 2.2 Institutional...
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...Economics and Finance, Vol. 3, No. 4, August 2012 Impact of Globalization on Trends in Entrepreneurship Education in Higher Education Institutions Norasmah Othman, Nor Hafiza Othman, and Rahmah Ismail Abstract—With the trend of increasing globalization, entrepreneurship has been receiving more attention from government and educational institutions. Changes in the uncertain world economy have resulted in fewer job opportunities for college graduates, and in response, the government has sought to develop creativity among students through entrepreneurial activities and programs. The question now is, Are the increasing trends of changes and demands for entrepreneurship education due to the impact of globalization? To answer this question, this study examined the impact of globalization on trends in the demand for business and entrepreneurship education and entrepreneurial skills in Malaysia. Questionnaire data were obtained from 306 participants. The participants were randomly selected from the population of administrators in higher education institutions in Malaysia. Data were analyzed using the descriptive statistics method. The findings show that there is an increasing demand for entrepreneurship education and entrepreneurial skills, indicating that globalization has influenced the demand for entrepreneurship education and entrepreneurial skills among university graduates. Index Terms—Globalization, higher education, entrepreneurship education, entrepreneurial skills. ...
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...Chapter 2 A Behavioral Finance Approach to Decision Making in Entrepreneurial Finance Rassoul Yazdipour By ‘uncertain’ knowledge, let me explain,… We simply do not know. J.M. Keynes (1937) Humans have an additional capability that allows them to alter their environment as well as respond to it. This capacity both creates and reduces risk. Paul Slovic (1987) All risk that is acted upon must be perceived risk because perception is based upon sensory data. We can only sense the ‘real world’ because we have no other way of being informed. Robert Olsen (2010) Understanding a problem is half of the solution Unknown Abstract Three central decisions in entrepreneurship and entrepreneurial finance – entry/seed funding, financing/investment, and growth/exit – are discussed and case is made for applying the behavioral finance theories and concepts to better understand the involved decision processes, and consequently, to help improve the decisionmaking process for both entrepreneurs and venture capitalists. The behavioral finance approach is important because the traditional finance has remained silent on the first issue, and the Agency Theory (financial contracting), which is effectively the only theory that is applicable to issues in entrepreneurial finance, has produced mixed empirical results. (See for example Bitler et al. [Bitler MP, Moskowitz T J, VissingJorgensen A (2009) Why do entrepreneurs hold large ownership shares? Testing agency theory using entrepreneur...
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........................................................ 4 Strong Leadership Qualities .......................................................................................................... 4 Strong sense of basic ethics and integrity ..................................................................................... 4 Self-motivated ............................................................................................................................... 5 Self-Confidence ............................................................................................................................ 5 Creativity, Self-Reliance, and Adaptability .................................................................................. 5 Entrepreneurial Skills............................................................................................................................. 5 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 Opportunity identification and Creative thinking ......................................................................... 6 Strategic Planning skills ................................................................................................................ 6 Resourcefulness...
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...women entrepreneurs Outstanding performance of NAWEM member PERSONAL ENTREPRENEURIAL COMPETENCIES • an (2001) defines entrepreneurial competencies as individual characteristics, M knowledge and skill that lead to effective or higher entrepreneurial job performance; which can be assessed through the behaviors of entrepreneurs. INTERNAL MOTIVATION • efer to the driving force that comes from inner side of someone that lead to a R good performance because of the satisfied feeling when success to accomplish something (Fleming, 2010). FAMILY SUPPORT • efer to the driving force that comes from inner side of someone that lead to a R good performance because of the satisfied feeling when success to accomplish something (Fleming, 2010). INSTITUTIONAL SUPPORT • he external support received by women entrepreneurs obtain from government T organizations, financial institutions and other institutional support (Ranasinge, 2011) Variables Women Entrepreneurs’ Success Personal Entrepreneurial Competencies Internal Motivation Family Support Institutional Support Model/Author Syed, Fauzi and Asiah, (2010), Salfiya and Gunapalan, (2012), Ranasinghe, (2011) Ranasinghe, (2011) Syed, Fauzi and Asiah, (2010), Salfiya and Gunapalan, (2012) Syed, Fauzi and Asiah, (2010) Salfiya and Gunapalan, (2012) Adapted/New Adapted Adapted Adapted Adapted Adapted Personal Entrepreneurial Competencies Internal Motivation Women Entrepreneurs’ Success Family Support ...
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...AY2011-12 TERM 2 MGMT104 ENTREPRENEURIAL MANAGEMENT Prof. Tan Wee Liang Group Report Done by: Audrey LOW Hui Xin Justus WEE Rui Hao LUO Jingwei Nicolas Olivier Valentin VILMIN TEO Wei Xin Entrepreneurial Management Group Report 1 Contents Abstract ........................................................................................................................................................ 4 Introduction ................................................................................................................................................. 5 Background of Manager............................................................................................................................ 5 Background of Entrepreneur ..................................................................................................................... 6 Attributes and personal beliefs system of both Manager and Entrepreneur ............................................. 7 Evaluation of Interviews ............................................................................................................................. 8 Manager’s Views on Entrepreneurship – Michael Goh ............................................................................ 8 Entrepreneur’s Views on Entrepreneurship – Peter Low .......................................................................... 9 Comparison of Views....................................................................
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...School of Management Course Syllabus Purpose Seminar/Constructive Action: Intra & Entrepreneurship/Business Planning Course Code: FLD 521 PCA Course Description Students create an intra or entrepreneurial plan for the development and growth of a beneficial and profitable venture incorporating the necessary marketing, financial, legal, organizational and administrative components. Course Objectives After completing the course, the student will be able to: 1. Apply acquired business skills (finance, accounting, marketing, management, negotiation, human relations, legal, and administrative) to create an intra or entrepreneurial business plan for the development and growth of a beneficial and profitable venture. 2. Improve on key business skills including writing, oral communications, goal-setting, and organizational leadership and planning. 3. Produce a business planning document that will enable you to successfully implement your Purpose III Constructive Action project. Course Relevance to CA The course introduces the students to business management: planning, organizing, staffing, directing, and controlling that are applicable to managing entrepreneurial or intrapreneurial ventures. This course prepares the students for real life business operations and teaches them practical application of theoretical learning. Course Prerequisite Purpose I Constructive Action Required Textbook: Stutely, R. (2007). The definitive business plan: the fast-track...
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...ECONOMIC GROWTH OF SMALL & MICRO-ENTERPRISES (SMES) ACASE STUDY OF (UWMFO) MICRO FINANCE INSTITUTION BY HENRY EGYEYU DEDICATION To the memory of my grand father Daniel Egeyu Whose love & enthusiasm for academia first kindled mine? ABSTRACT This research study investigates the impact of microfinance institutions on entrepreneurial development of Small & Micro-enterprises (SMEs) that are craving for growth and development in a war revived district called Gulu. The researcher used questionnaire as an instrument of primary data collection. Tables and simple percentages were used in data presentation. For clear analysis, the study centers on two broad variables; the dependent variable which is entrepreneurial development and the independent variable which is microfinance institutions. Three different hypotheses were formulated and tested using various statistical tools such as chi-square test, analysis of variance and simple regression analysis. The study reveals that (i) there is a significant difference in the number of entrepreneurs who used microfinance institutions and those who do not use them; (ii) there is a significant effect of microfinance institutions activities in predicting entrepreneurial productivity; and (iii) that there is no significant effect of microfinance institutions activities in predicting entrepreneurial development. The researcher concludes that microfinance institutions world over...
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...mba elective summaries table oF coNteNts Page 1. accounting and control Page 2. Decision sciences Page 3. economics and Political science Page 5. entrepreneurship and Family enterprise Page 9. Finance Page 11. marketing Page 13. organisational behaviour Page 14. strategy Page 16. technology and operations management Here is a list of electives that were offered to the MBA Classes of 2012. This list is not comprehensive and is likely to change annually to reflect changes in the economic and business environment. If you are interested to find out whether a particular elective is being offered for your class, you can email us at mba.info@insead.edu. Also, notably 90% of the electives will be offered across both campuses, but there are some courses that will be tied to a specific campus due to the availability of the professor or the link to the specific region. All students will be given a full list of electives offered for their class in Period 1 so that they can take this information into account when planning for their campus exchange. accounting and control applied corporate reporting To be successful in any career involving financial analysis, you need a deep and broad knowledge of financial reporting standards and their application in practice. Building on the concepts covered in core courses, this elective gives students an understanding of the rationale and principles behind financial reporting. It also provides a clear sense of the main players (managers...
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...Presenting Business Plans Information American InterContinental University Abstract This paper is written on a business plan started up by an entrepreneur. In a business of entrepreneurship you have to have a set business plan along with a great management team to be successful and stay in business. In this paper I will explain the entire business plan and what it takes to be successful. If you’re going to start your own entrepreneurial business you have to have good beneficial methods and a good well-suited business plan. Your plan should include the description of your business, your marketing strategy, and your organizations objectives (Chron, 2012). The new entrepreneurial business will first explore its description. The description of a particular company gathered from a proprietary database via phone books/ phone surveys, ECT. The business description begins with a short description of the industry. When talking about the industry you should discuss the present outlook as well as future possibilities. You should include all the various markets within the industry and make sure you include all new products and developments that will benefit your business. All observations should be based on realistic events, reliable data, and dependable sources of information. If you’re seeking funding all these objectives are very beneficial. This is because investors will want to know how dependable your information is and what is at risk for them. Investors won’t risk...
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...Running Head: Halliburton - Analysis Halliburton – Analysis Alicia R. Moore Cardinal Stritch University A Capstone Research Product submitted in partial fulfillment of the requirements for the degree of Master of Science in Management February 19, 2012 Abstract Halliburton is a multi-million dollar organization, operating in nearly 80 countries worldwide. The roots of Halliburton trace back to the 1900s, with countless mergers and company acquisitions dotting its history. Halliburton is one of world’s leading oilfield services providers. The organization has a strong financial history that continues despite scandals, regulatory requirements and growing litigation. Halliburton continues to lead its market in innovative practices, diversified revenue streams and the breadth of its global footprint within the oilfield services industry. Table of Contents Page Abstract……………………………………………………………………................ 2 Table of Contents……………………………………………………………………. 3 History of Halliburton ……………………. ……………………………………….. 4-5 Corporate Governance………………………………………………………………. 5-7 Holistic Intrapreneurship …………………………………………………………… 7-9 Conclusion ………………………………………………………………………….. 10 References…………………………………………………………………………....11 History of Halliburton Halliburton is one of the world's leading oilfield services providers with revenues over $18 billion in 2010. Halliburton was incorporated in 1924 in Delaware. Halliburton has approximately 70,000 employees worldwide, and is in the business...
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...What Makes a Good Entrepreneurial Leader? Ask Middle Managers: Knowledge@Wharton ( http://knowledge.wharton.upenn.edu/article.cfm?articleid=347) What Makes a Good Entrepreneurial Leader? Ask Middle Managers Published : April 25, 2001 in Knowledge@Wharton According to a recent Industry Standard article, the highly successful entrepreneur John Peters, now CEO of broadband service provider Sigma Networks, characterizes himself as a "serial entrepreneur" who tends to spend about four years on each of his startups. "I just thrive on the uncertainty, the challenge and the creativity of starting a company. I like the blank piece of paper." It’s no surprise that Peters, and other entrepreneurs like him, crave new beginnings, risk and change. Indeed, those characteristics almost define the breed. But according to a paper by Vipin Gupta, management professor at Fordham, and Ian C. MacMillan, director of Wharton’s Sol C. Snider Entrepreneurial Center, entrepreneurs aren’t the only ones who should be able to embrace the challenge of that "blank piece of paper." In their analysis, Entrepreneurial Leadership: Developing a Cross-Cultural Construct, Gupta and MacMillan use a term coined by MacMillan - "entrepreneurial leader" - to encapsulate the style they believe today’s managers must cultivate. They outline the qualities of an entrepreneurial leader and back up their assertions using a 60-society survey of middle managers around the globe. The survey suggests that a majority of businesspeople...
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...always carry with me. And, that’s why I want to work for Toyota. It’s a brand that brings people together with products that deliver lasting customer satisfaction. I am a MBA candidate at Thunderbird School of Global Management and I am interested in Toyota’s Strategic Resources Track internship that’s offered this summer. Toyota is defining the category and I want to bring my education and ten years of advertising experience to expand Toyota’s leadership position. I offer Toyota a passion for growing brands. In my advertising career I directed the success of regional and global brands and learned how to translate market data into strategies that delivered results. Additional skills relevant to this internship are listed below. Strategic Analysis I directed a team that positioned the fourth largest credit union in the U.S., BECU, as a financial leader in a highly competitive marketplace. Through analyzing our target audience and the financial category I identified insights that built a differentiated strategy. The advertising campaign that subsequently launched increased membership by 9% and reversed a downward trend in preference, consideration and awareness. Cross-Functional/Cultural Team Leadership I was responsible for managing all Publicis advertising agencies around the globe that supported Hewlett-Packard. As leader I had to persuade the regional teams to implement HP’s biggest branding initiative, at the time. By building relationships and...
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