Entrepreneurship training

Entrepreneurship
BENAZIR BHUTTO SHAHEED YOUTH
DEVELOPMENT PROGRAM
07/08/14
DEVELOPMENT PROGRAM

Overview
• What is an entrepreneur?
• Characteristics of an entrepreneur
• Planning to be an entrepreneur
• Growth pressures, managing a family
business, and corporate intrapreneurship
DEVELOPMENT PROGRAM
07/08/14

Entrepreneur…
… takes on the risk of starting
their own enterprise or
investing in other start-ups.

Definition of an
Entrepreneur
An entrepreneur is someone
“who sets up a business or
businesses, taking on financial
risks in the hope of profit”.
(Oxford Dictionaries definition)

Small Business Owners
• Small business owners are people who own a
major equity stake in a company with fewer
than 500 employees.
• In 1997 there were 22.56 million small
business in the United States.
• 47% of people are employed by a small
business.
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07/08/14

• Self-Actualization
• Esteem
• Love
• Safety
• Physiological
Maslow’s Hierarchy of Needs
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Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs
PHYSIOLOGICAL OR SURVIVAL NEEDS
MOST NEEDS HAVE TO DO WITHMOST NEEDS HAVE TO DO WITH
SURVIVAL PHYSICALLY ANDSURVIVAL PHYSICALLY AND
PSYCHOLOGICALLYPSYCHOLOGICALLY
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07/08/14

SAFETY NEEDS
ON THE WHOLE AN INDIVIDUALON THE WHOLE AN INDIVIDUAL
CANNOT SATISFY ANY LEVELCANNOT SATISFY ANY LEVEL
UNLESS NEEDS BELOW AREUNLESS NEEDS BELOW ARE
SATISFIEDSATISFIED
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SAFETY NEEDS
LOVE, AFFECTION, AND
BELONGINGNESS NEEDS
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SAFETY NEEDS
BELONGINGNESS NEEDS
ESTEEM NEEDS
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SELF-SELF-
ACTUALIZATIONACTUALIZATION
NEEDNEED
FORFOR
MASLOW EMPHASIZES NEEDMASLOW EMPHASIZES NEED
FOR SELFFOR SELF
ACTUALIZATION ISACTUALIZATION IS
A HEALTHY INDIVIDUAL’SA HEALTHY INDIVIDUAL’S
PRIMEPRIME
MOTIVATIONMOTIVATION
BENAZIR BHUTTO SHAHEED
YOUTH DEVELOPMENT
PROGRAM07/08/14

SELF-SELF-
ACTUALIZATIONACTUALIZATION
NEEDNEED
FORFOR
MASLOW EMPHASIZES NEED FORMASLOW EMPHASIZES NEED FOR
SELFSELF
ACTUALIZATION ISACTUALIZATION IS
A HEALTHY INDIVIDUAL’S PRIMEA HEALTHY INDIVIDUAL’S PRIME
MOTIVATIONMOTIVATION
SELF-ACTUALIZATION MEANSSELF-ACTUALIZATION MEANS
ACTUALIZINGACTUALIZING
ONE’S POTENTIAL BECOMING ALL ONEONE’S POTENTIAL BECOMING ALL ONE
ISISBENAZIR BHUTTO SHAHEED YOUTH
DEVELOPMENT PROGRAM
07/08/14

SAFETY NEEDS
BELONGINGNESS NEEDS
ESTEEM NEEDS
SELF-
ACTUALIZATION
NEED
DEVELOPMENT PROGRAM
07/08/14

Employee Satisfaction
• In companies with less than 50 employees, 44% were
satisfied.
• In companies with 50-999 employees, 31% are
satisfied.
• Business with more than 1000, only 28% are
satisfied.
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28
31
44
0
10
20
30
40
50
less than 50 50-999 1000+
Number of Employees
SatisfactionPercentage
less than
50
50-999
1000+
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Advantages of a Small Business
• Greater Opportunity
to get rich through
stock options
• Feel more important
• Feel more secure
• Comfort Level
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Disadvantages of a Small Business
• Lower guaranteed pay
• Fewer benefits
• Expected to have many skills
• Too much cohesion
• Hard to move to a big company
• Large fluctuations in income possible
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Why NOT to be an Entrepreneur
• Uncertainty of income
• Risk of losing entire invested capital
• Lower quality of life until business gets
established
• High levels of stress
• Complete responsibility
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Who are entrepreneurs?
• Common traits
– Original thinkers
– Risk takers
– Take responsibility for
own actions
– Feel competent and
capable
– Set high goals and enjoy
working toward them
• Common traits
– Self employed parents
– Firstborns
– Between 30-50 years old
– Well educated – 80% have
college degree and 1/3 have a
graduate level degree
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07/08/14

Why should you be interested?
• Many young people have succeeded:
– Michael Dell - Dell Computers
– Frank Carney - Pizza Hut
– Paul Orfalea - Kinko’s
– Fred DeLuca - Subway.
– Kristy Taylor - SkinCareRx.com
• Opportunity to reap large profits
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Successful and Unsuccessful
Entrepreneurs
• Successful
– Creative and Innovative
– Position themselves in
shifting or new markets
– Create new products
– Create new processes
– Create new delivery
• Unsuccessful
– Poor Managers
– Low work ethic
– Inefficient
– Failure to plan and
prepare
– Poor money managers
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Characteristics of Entrepreneurs
Successful
Entrepreneurs
Key Personal
Attributes
Good Technical Skills
Strong Managerial
Competencies
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07/08/14

Key Personal Attributes
• Entrepreneurs are Made, Not Born!
– Many of these key attributes are developed early in life,
with the family environment playing an important role
– Entrepreneurs tend to have had self employed parents
who tend to support and encourage independence,
achievement, and responsibility
– Firstborns tend to have more entrepreneurial attributes
because they receive more attention, have to forge their
own way, thus creating higher self-confidence
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Key Personal Attributes (cont.)
• Entrepreneurial Careers
– The idea that entrepreneurial success leads to more
entrepreneurial activity may explain why many
entrepreneurs start multiple companies over the course of
their career
– Corridor Principle- Using one business to start or acquire
others and then repeating the process
– Serial Entrepreneurs- A person who founds and operates
multiple companies during one career
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07/08/14

• Need for Achievement
– A person’s desire either for excellence or to succeed in
competitive situations
– High achievers take responsibility for attaining their goals,
set moderately difficult goals, and want immediate
feedback on their performance
– Success is measured in terms of what those efforts have
accomplished
– McClelland’s research
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• Desire for Independence
– Entrepreneurs often seek independence from others
– As a result, they generally aren’t motivated to perform
well in large, bureaucratic organizations
– Entrepreneurs have internal drive, are confident in their
own abilities, and possess a great deal of self-respect
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• Self-Confidence
– Because of the high risks involved in running an
entrepreneurial organization, having an “upbeat” and self-
confident attitude is essential
– A successful track record leads to improved self-
confidence and self-esteem
– Self-confidence enables that person to be optimistic in
representing the firm to employees and customers alike
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• Self-Sacrifice
– Essential
– Nothing worth having is free
– Success has a high price, and entrepreneurs have to be
willing to sacrifice certain things
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.
Ten Qualities of Prophet
Mohammed
as successful entrepreneur

Islam is a complete way of life
•The revelation from Allah and the teaching of prophet
Muhammad are not confined only to the belief and morals
systems but also include the law that is suitable to be
implemented to mankind..
•There is no separation between business and religion.

•By virtue of human Nature the Muslim entrepreneurs are
khalifah , and have the responsibilities to develop prosperity
and sees business as part of ibadah or good deed.
• Islam encouraged its Ummah to venture into business
prophet Muhammad said that 9 out of 10 sources of rizque
can be found in business.
You are the khalifah of Allah !!!

Why we need a role model ?
• No community has been without its righteous guides
and teachers to help its people towards the truth
and to lead them from the depths of darkness to the
light of Islam.
• Aristotle believes that we learn to be moral
(virtuous) by modeling the behavior of moral
people.

Who is our role model?
• He maintained the best characteristics in his
roles as father, husband, friend, ruler,
governor, teacher, statesman, protector of the
weak, widows, and poor, a guide to the rich, a
guardian of the orphans, and a servant of
Allah. No one could ever equal the Prophet
(sallallahu alaiyhi wa sallam) in the whole
history of mankind and no one ever will, insha
Allah.

Almighty Allah says: “There has certainly been for you
in the Messenger of Allah an excellent pattern for
anyone whose hope is in Allah and the Last Day and
[who] remembers Allah often.” [Al-Ahzab 33:21]

My choice of Muhammad to lead the list of the world's most
influential persons may surprise some readers and may be
questioned by others, but he was the only man in history who
was supremely successful on both the religious and secular
levels.

Ten qualities of prophet Mohammed :
1- Honesty
2- Trustworthy
3- Flexibility
4- Conscious responsibility
5- Good manner with his companions
6- Consulting his companions
7-The Messenger of God (PBUH) would serve himself.
8-Recognizing His Companions’ Skills
9 -Correcting His Companions’ Mistakes
10- Gentleness is a key quality of Prophet Muhammad

1- Honesty
Honesty descended from the Heavens and settled in the
roots of the hearts of men (faithful believers), and then
the Quran was revealed and the people read the Quran,
(and learnt it from it) and also learnt from the sayings
and traditions. Both the Quran and the traditions
strengthened their honesty. (Saheeh Al-Bukhari)

Honesty
Undoubtedly, no one can be more truthful and honest
than the Messengers of God. Muhammad proved by his
living example that he was the most truthful and honest
person of his age. Everyone was impressed by his
honesty and truthfulness. He was a poor orphan, who
had started trading with his uncle, but in a very short
time, owing to his honest and fair dealings with all
people, he became well-known and respected. He was
known as Al-Sadiq (the Truthful) and Al-Amin (the
Faithful)

2-Trustworthy
• The second attribute of Prophethood is amana, an Arabic
word which means ‘trustworthiness’.
• It is derived from the same root as the word mu’min,
believer. Being a believer implies being ‘a trustworthy
person’.
• Trustworthiness is such an essential aspect of belief that
Prophet Muhammad once declared: "One who is not
trustworthy is not a believer" (Ahmad). He also described
a believer as one whom the people trust with their blood
and property. (At-Tirmidhi)

3-Flexibility
• Muhammad (s) was never strict in his business
dealings with others. Sa’ib ibn al-Sa’ib relates:
• During the age of ignorance, I was his [the Prophet’s]
trade partner, and I found him the best of the
partners in every respect. He neither argued with
anyone nor was he obstinate and nor did he blame
anything on his partner

In a hadith reported by Abdullah b. Omar Prophet
Muhammad said: "We are all shepherds and we are all
responsible for those who are under our hands (i.e. in our
flocks). An administrator is a shepherd. The man is the
shepherd of the family. A woman is the shepherd of her
husband's home and children. We are all shepherds and we
all are responsible for our duties as such."
4-Consciousness of Responsibility

"I am more rightful than other believers to be the
guardian of the believers, so if a Muslim dies while in
debt, I am responsible for the repayment of his debt,
and whoever leaves wealth (after his death) it will
belong to his heirs." (Al-Bukhari).

The Prophet was very close to his companions, and this
is well-known when one reads the detailed reports about
the Prophet’s biography. The Prophet (pbuh) is the
example which we should emulate in all our matters.
Jareer b. Abdullah said: ‘The Prophet (pbuh) did not
prevent me from sitting with him since I accepted Islam.
He always smiled when he looked at me. I once
complained to him that I could not ride a horse and he hit
me in my chest and supplicated God, saying:
"O God! Steady him, and make him a person who guides
others and a source of guidance." (Bukhari #5739)
5-Good manner with his companions

•The Prophet (pbuh) would consult his Companions, and
take their opinions and points of view into consideration in
issues and matters for which no textual proofs were
revealed. Abu Hurairah said:
•"I have not seen a person more keen for the sincere advice
of his companions than the Messenger of God
(pbuh)." (Tirmidthi #1714)
6-Consulting his companions

In line with the divine command: {… and consult with them
in the matter…} (Al `Imran, 3: 159), Prophet Muhammad
used to consult with his companions before taking any
decision. The Prophet’s counseling with his companions were
so common that Abu Hurairah is reported to have said:
"I never saw anyone consult his companions more often than
the Messenger of Allah." (Ahmad

7-The Messenger of God (pbuh) would serve himself:
A’ishah said:
"I was asked how the Messenger of God (pbuh) behaved in his
house. She said: ‘He was like any man; he washed his clothes,
milked his sheep, and served himself." (Ahmed 24998)
The Prophet’s excellent manners, not only made him serve
himself; rather, he would serve others as well. A’ishah said:
"I was asked how the Messenger of God (pbuh) behaved in his
house. She said: ‘He would help out in the house with the daily
chores, and when he heard the Adthan he would leave
[everything and head] for the Mosque." (Bukhari 5048)

A good leader is one who sees the positive traits of his
team members and invests in them. This is exactly what
the Prophet (peace be upon him) did with his
companions.
One of the famous companions, Bilal ibn Rabah, had a
very beautiful voice, and the Prophet being aware of this
gift declared Bilal to be his official mu’adhin (one who
calls Muslims to prayer). On the other hand, the Prophet
(peace be upon him) refused to offer another
distinguished companion, Abu Dharr al-Ghifari, an
administrative responsibility because he lacked the
required skills
8-Recognizing His Companions’
Skills

9- Correcting His Companions’ Mistakes
. What is more important is learning from our mistakes and not
repeating them. Prophet Muhammad (peace be upon him)
confirmed this meaning in his famous hadith which reads:
"Every son of Adam makes mistakes, and the best of those who
make mistakes are those who repent." (At Tirmidhi)
Following the Quranic guidance, Prophet Muhammad (peace be
upon him) applied the same methodology when correcting his
companions’ mistakes because he felt that it is his duty to do so,
being the chosen Prophet (peace be upon him) to guide people
to God.

10-Gentleness is a key quality of Prophet Muhammad
Prophet Muhammad (peace be upon him) loved his
companions and cared for them a lot.
His care and concern covered even those who had died, and
this should be the quality of entrepreneur he should care
about his employee more than any thing.

It is now the Muslims’ turn to re-live the conduct of the
Prophet (peace be upon him) and embrace it in their daily
lives.
If Muslims claim that they love their Prophet, they have to
demonstrate this love by following the Prophet’s footsteps
and his guidance in all walks of life; at home, at work, with
their families, with relatives, with friends, with neighbors
regardless of their race, faith, color or status.
Conclusion

Technical Proficiency
• Many entrepreneurs demonstrate strong technical skills,
typically bringing some related experience to their business
ventures
• For example, successful car dealers usually have lots of
technical knowledge about selling and servicing automobiles
before opening their dealerships
• Especially important in the computer industry
• NOT ALWAYS NECESSARY
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Planning
• Business Plan – A step-by-step outline of how
an entrepreneur or the owner of an enterprise
expects to turn ideas into reality.
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Questions To Keep In Mind
• What are my motivations for owning a business?
• Should I start or buy a business?
• What and where is the market for what I want to sell?
• How much will all this cost me?
• Should my company be domestic or global?
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Motivations
• Deciding what your motivations are will
direct you toward what type of business fits
you best.
• Types:
1. Lifestyle Venture
2. Smaller Profit Venture
3. High Growth Venture
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1. Lifestyle Venture
• Small company that provides its owner
independence, autonomy, and control.
• Is often run out of household
• Provides flexibility (hours, meeting places,
attire)
• Aligns your personal interests and hobbies
with your desire to make a profit.
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2. Smaller Profit Venture
• Small company not concentrated on pushing
the envelope and growing inordinately large.
• Making millions of dollars not important.
• Content with making a decent living.
• Ex. Mom and retired people
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3. High Growth Ventures
• Goal is maximum profit and growth.
• Concentrated on pushing envelope and
growing as large as possible.
• Focus on innovation
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Start or Buy?
• Start – cheapest, but very difficult
-requires most planning/research
• Buy – expensive – may be out or reach
-requires less planning and research
• Franchise (middle ground) – a business run by
an individual (the franchisee) to whom a
franchiser grants the right to market a certain
good or service.
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The Market???
• Planning & Research essential
• Extensive market surveys (family, friends,
neighbors…)
• Magazines and Polls offer some information
on the market -
Businessweek, Harris Poll
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What about the cost?
• Plan realistically, not optimistically
• Don’t overestimate your profits
• Don’t underestimate your costs
• Sources of Funds
• Banks
• Venture Capitalists – filthy rich, high risk investors looking for a
many-times-over yield
• Angels – seem to have altruistic motives and less stringent
demands than venture capitalists
DEVELOPMENT PROGRAM
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Domestic or Global?
• Drawbacks to Global – more research and less
accessible connections in startup phase, more
travel time required, more considerations.
• Advantages to Global – more human
resources, more demand, more financing,
easier to start global than go from domestic to
global.
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Entrepreneurship: Growth Pressures
Entrepreneurs often find that as their business grows, they feel more
pressure to use formal methods to lead their organizations.
Although this formalization process may compromise some
entrepreneurs spirit, it often leads to more focus, organization, and
greater financial returns.
Basically, it’s a movement from a “seat-of-the-pants” operation to a more
structured, legitimate and recognizable business.
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Entrepreneurial and Formal Organizations differ in
six business dimensions:
 Strategic orientation
 Commitment to opportunity
 Commitment to resources
 Control of resources
 Management structure
 Compensation policy
DEVELOPMENT PROGRAM
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Business
Dimension
Entrepreneurial
Organization
Formal
Organization
Strategic orientation Seeks opportunity Controls resources
Commitment to
opportunity
Revolutionary
Short duration
Evolutionary
Long duration
Commitment to
resources
(capital, people, and
equipment)
Lack of stable needs
and resource bases
Systematic planning
systems
Control of resources Lack of commitment to
permanent ventures
Power, status, financial
rewards for maintaining
status quo
Management Structure Flat
Many informal networks
Clearly defined authority
and responsibility
Compensation policy Unlimited; based on
team’s
accomplishments
Short-term driven;
limited by investors
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Going Global….
From domestic to worldwide expansion, globalization can be extremely
rewarding for entrepreneurs.
THINK: Money and Business Exposure
However, it is a huge undertaking. Adapting your business to operate in
the global market can lead to a decrease in ownership, and a forced focus
on raising money to keep your business alive.
THINK: Selling out, Private to Public (Initial Public Offering, IPO)
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Entrepreneurship: Managing a Family Business
 Over 50% of the U.S. Gross Domestic Product (GDP) is generated from
family business.
 12% of CEOs on the Inc. 500 list describe their company as a family
business.
So, why not dream up a plan and go into
business with your family or friends?
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Two reasons not to go into business with your family or friends.…
Families fight
Friends fight.
Often, it involves money. So a business environment could potentially
breed arguments, disagreements, and feuds.
Fighting can occur during early developmental stages when hours are long
and pay is low. Or, after success has been achieved.
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Six steps to help lead you to a successful Family Business:
 Clear job responsibilities
 Clear hiring criteria
 Clear plan for management transition
 Agreement on whether and when to sell business
 Commitment to resolving conflicts quickly
 Outside advisors are used to mediate conflicts.
Clarity is key…. but NO GUARANTEE.
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Operational vs. Survival Issues….
Operational = Decisions about the economics of the business and how to
balance that with rational and family obligation criteria.
THINK: Day-to-day grind.
Survival = Develop out of a lack of attention on the operational issues
within the business.
THINK: Festering problems; ultimately compromise livelihood.
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Entrepreneurship: Corporate INTRA-preneurs
Intrapreneur = someone in an existing organization who turns new
ideas into profitable realities.
Not every employee has the ability to become a successful intrapreneur.
It takes well-developed strategic action, teamwork and communication
abilities.
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One More Time
• What is an entrepreneur?
• Characteristics of an entrepreneur
• Planning to be an entrepreneur
• Growth pressures, managing a family
business, and corporate intrapreneurship
DEVELOPMENT PROGRAM
07/08/14

Outlines
• Management process and functions
• Fundamental management skills
• Managerial roles

Hierarchical-Level Differences
Among Managers
Planning Organizing LeadingControlling
Controlling
Controlling
Leading
Leading
Organizing
Organizing
Planning
Planning
Upper-
Level
Managers
Middle-
Level
Lower
-Level
Proportion of Time

Skills and
the
Manager Technical SkillsTechnical Skills
InterpersonalInterpersonal
SkillsSkills
ConceptualConceptual
SkillsSkills
Diagnostic SkillsDiagnostic Skills
CommunicationCommunication
SkillsSkills
Decision-MakingDecision-Making
SkillsSkills
Time-Time-
ManagementManagement
SkillsSkills

Fundamental Management Skills
• Technical
– Skills necessary to accomplish or understand the specific
kind of work being done in an organization.
• Interpersonal
– The ability to communicate with, understand, and
motivate both individuals and groups.
• Conceptual
– The manager’s ability to think in the abstract and to see
the “big picture.” To perceive how all the parts fit
together.

3 Primary Managerial Skills
• Technical skills FOCUS IS ON WHAT
IS DONE
– Specialized knowledge and proficiency
– Analytical ability
– Works with things, tools and techniques
• Interpersonal skills FOCUS IS ON HOW
SOMETHING IS DONE
– Works with and through people
– Effective as a group/team member
– Motivates, communicates, and resolves conflicts
• Conceptual skills FOCUS IS ON WHY
SOMETHING IS DONE
– Sees the “big picture” (how the parts fit
together)
– Understands the corporation as a whole
– Future-oriented…thinks strategically

Management Skill Mixes
at Different
Organizational Levels

1–81
Managerial Roles
• Interpersonal Roles
– Organizational roles that involve serving as a figurehead, leader, and
liaison for an organization.
• Informational Roles
– Organizational roles that involve monitoring, disseminating, and
serving as a organizational spokesperson.
• Decisional Roles
– Organizational roles that involve serving as an entrepreneur,
disturbance handler, resource allocator, and negotiator

Key Managerial Roles
KeyKey
ManagemenManagemen
t Rolest Roles
KeyKey
ManagemenManagemen
t Rolest Roles
InterpersonInterperson
al Rolesal Roles
InterpersonInterperson
al Rolesal Roles
DecisionalDecisional
RolesRoles
DecisionalDecisional
RolesRoles
InformationInformation
al Rolesal Roles
InformationInformation
al Rolesal Roles
1.1. FigureheadFigurehead
2.2. LeaderLeader
3.3. LiaisonLiaison
1.1. FigureheadFigurehead
2.2. LeaderLeader
3.3. LiaisonLiaison
1.1. MonitorMonitor
2.2. DisseminatDisseminat
oror
3.3. SpokesperSpokesper
sonson
1.1. MonitorMonitor
2.2. DisseminatDisseminat
oror
3.3. SpokesperSpokesper
sonson
1.1. EntrepreneEntreprene
urur
(Innovator)(Innovator)
2.2. DisturbancDisturbanc
e handlere handler
3.3. ResourceResource
AllocatorAllocator
4.4. NegotiatorNegotiator
1.1. EntrepreneEntreprene
urur
(Innovator)(Innovator)
2.2. DisturbancDisturbanc
e handlere handler
3.3. ResourceResource
AllocatorAllocator
4.4. NegotiatorNegotiator

Intrapreneurship
• There are people working in big org holding key
positions. They are quite innovative & bring many
changes in products & methods of production.
They possess all qualities of an entrepreneur. Top
managements in big organisations encourage
people holding key positions to come out with
new ideas so that they can bring some changes in
products & services. They are also known as
enter corporate entrepreneurs or intraprenuers.
They serve as champions to others in the
organisation.

Entrepreneur Intraprenuer
1. Entrepreneur is employer 1. Intraprener is employee
2. Independent in operation 2. Depends on the organization to
implement his ideas.
3. Bears all the risk involved in
enterprise.
3. Does not bear all the risk.
4. Exhibits higher need for achievement. 4. May not have high need achievement
5. Profit is the reward. 5. Attractive salary, promotion &
incentives are the reward.
6. May not have formal qualification. 6. Should have some professional or
technical qualification.
7. Do not have any boundary for
operations.
7. He has to operate within the
organisational policies.

THEORIES OF ENTREPRENEURSHIP
• The Economist’s View
• According to the economist entrepreneurship and
economic growth will take place in those situation
where particular economic conditions are most
favorable.
• According to J.B.Say rationally combining the
forces of production into a new producing
organization is the function of an entrepreneur.

• According to Cantillon an entrepreneur is an
uncertainty bearer buying at a fixed price
and selling at an uncertain price.
• Entrepreneur connects different markets, he
is capable of gap-filling, he is input
completer and he creates or expands things.

• Small industry is a natural habitat of the
entrepreneur where his role is like that of a
striker who keeps the fire burning.
• The entrepreneurship development in a
particular country largely depends upon the
economic policy, programme and economic
environment of that country.

• The Sociologist’s View
• It emerges under a specific social culture.
• According to sociologist’s social sanctions,
cultural values and role expectations are
responsible for the emergence of
entrepreneurship.
• Society values are most important
determinants of attitudes and role
expectation.

e.g.
Protestant ethic from west emerge as new class of
industrialist .
Samurai from Japan ,
Christians from Lebanon,
Halai Memon Industrialist in Pakistan ,
Marwaris & Parsis in India

The Psychologist’s view
• It is most likely to emerge when a society
has sufficient supply of individuals
possessing particular psychological
characteristics.
• It’s the high need for achievement which
drives people towards entrepreneurial
activities .
• Individual with high achievement motive
tend to take keen interest in situation of
high risk ,desire for responsibility and desire
for task performance

• Entrepreneur possesses three things i.e. an
institutional capacity to see things in a way
which later proves to be true, a kind of effort
of will and mind to overcome fixed habits of
thinking, lastly the capacity to overcome
social opposition against doing something
new.
• Frank Young describes an entrepreneur as a
change agent
• T.V. Rao describes entrepreneurship as a
creative and innovative response to
environment.

• Managerial Views
• This view gives more importance to the
managerial aspects like perception of
market opportunities and operational skills
as qualities required to carry out an
enterprise.
• Entrepreneurship is the out come of
complex and varying combination of socio
economic, psychological and other factors.

CLASSIFICATION OF ENTREPRENUERS
• INNOVATIVE ENTREPRENEUR: he is the one who
introduces a new product or a new method of
production or opens a new market or explore
new source of supply of raw material or carry out
a new type of organization. as per the
Schumpeter innovative entrepreneur are real
entrepreneur.
• IMITATIVE/ ADOPTIVE ENTREPRENEUR: are
those who imitate the successful entrepreneurs
in techniques innovated by others.

• DRONE ENTREPRENEUR: Drone entrepreneur are
those who never allow any change in their
production & style of functioning. They never
explore anything. They are also called Laggards.
They are pushed out of market when product
loses its marketability.
• FABIAN ENTREPRENEUR: are always cautious.
They neither introduce new changes nor adopt
new methods invented by others. They are lazy.
They follow old customs, old method of
production, techniques.

WOMEN ENTREPRENEURS
• They are a woman or group of women who
initiate, organize & operate a business
enterprise.
• According to Marshal, any woman or group of
woman who innovates, initiates, or adopts an
economic activity may be called a woman
entrepreneur.
• According to Government of India, it is an
enterprise owned & controlled by woman or a
woman having a minimum financial interest of
51% of the capital in the enterprise.

Family Business
• Major portion of capital is contributed by
family.
• Family members take major decisions & they
occupy decision making post.
• Number of generations involved in
management & ownership.
• Management is controlled by direct
descendant of founders.
• Intention to maintain family involvement.

FACTORS AFFECTING
ENTREPRENEURIAL GROWTH
1. ECONOMIC FACTORS
a) Lack of adequate overhead facilities:
Profitable innovations require basic facilities
like transportation, communication power
supply etc. They reduce cost of production
and increase profit.

b) Non availability of capital
Inventions are capital oriented. In less
developed countries most capital equipment
have to be imported which involves foreign
exchange which acts as a difficult problem.
c) Great risk
Risk is high in case of less developed
countries as there is lack of reliable
information, markets for good and services
is small etc.

d) Non availability of labor and skills
Though there is abundant labor supply there is
generally scarcity of skills at all levels.
2. SOCIAL FACTORS
A society that is rational in decision making would
be favorable for decision making. Education,
research and training is given less importance in
less developed countries therefore there is very
little vertical mobility of labor.

3. CULTURAL FACTORS
if the culture is economically or monetarily
oriented entrepreneurship would be
applauded and praised. In less developed
countries people are not economically
motivated. People have ample opportunities
of attaining social distinction by non
economic pursuits.

4. PERSONALITY FACTORS
In less developed countries the entrepreneur
is looked upon with suspicion. Public
opinion in the less developed nations sees in
the entrepreneur only a profit maker and
exploited.

IMPORTANCE OF ENTREPRENEURSHIP
IN DEVELOPED ECONOMY
• The nature of a developing economy is quite
different from a developed economy. The
developing economy can be an agricultural
country moving towards the industrialization
or it may be the one where in the industry
may be in its infancy lacking advance
technology.

• The modern era is an era of changes. The
whole world is becoming a village due to the
industrial revolution and fast developing
communication technology. The globalization
of industry and commerce is bringing a vast
change in various aspects of life.
• Economic development of a country is the
outcome of purposeful human activity.

• Economic development is a highly dynamic
process characterized by the pattern of
demand shifts, new products are needed,
appear for the production of goods within a
country.
• A developing country needs entrepreneurs
who are competent to perceive new
opportunities and are willing to incur the
necessary risk in exploiting them.

• A developing economy is required to be
brought out of the vicious circle of low income
and poverty.
• Entrepreneur can break this vicious circle.
• Entrepreneurs and helping government can
change a developing economy in developed
economy .

MOTIVATION
• Motivation is the act of stimulating someone
or oneself to get a desired course of action, to
push the right button to get the desired
results.

MOTIVATING FACTORS
• Education background
• Occupational experience
• Family background
• Desire to work independently in
manufacturing line
• Assistance from financial institution
• Availability of technology
• Other factors

Free Powerpoint Templates
Entrepreneurship:
Islamic Entrepreneurship
By
Nur Suhaili Ramli
Auckland, New Zealand

Theories and Concepts:
Entrepreneurship is
an integral parts of
Islamic religion
The Muslim entrepreneurs are ‘khalifah’
and have the responsibilities to develop
prosperity and sees business as part of
‘ibadah’ or good deed.
Motivation – success in Islam is
not merely measured by the end
result but also the way and
means of achieving them.

In Islam, the activity also known
as Ibadah –or good deed
Position of Entrepreneurship and
business in Islam - encouraged to venture
into business. Prophet Muhammad (PBUH)
expounded that 9 out 10 sources of
sustenance are through business.

Islamic Economic System - Islamic
Entrepreneurship should operate within the
domain of Islamic Economic system and act
as the vehicle towards global acceptance of
Islamic Economic System.
Guiding Principles of Islamic
Entrepreneurship is by the al
Quran and al-Hadith
Entrepreneurial Ethics based on
exemplary conducts of Prophet
Muhammad (PBUH)

ISLAMIC ENTREPRENEURSHIP AS
INTEGRAL PART OF THE
RELIGION
Islam is a complete way of life. There is no
separation between business and religion.
Islam has its own entrepreneurship
culture and guiding principles based on
the Al-Quran and Hadith to guide business
operation

HUMAN NATURE
(The fitrah of human being)
By virtue of the human nature, the person
must firstly be a Muslim, then an
entrepreneur. He has the responsibility to
perform ‘ibadah’ and be a ‘khalifah’.
Muslim entrepreneur should search for
God’s blessings above all other factors. A
Muslim entrepreneur perform business not
solely for profit, but above all, to fulfill the
‘fardhu kifayah’.

Motivation:
• Most entrepreneurs have the desire to
achieve successful business venture.
• The successful path and means for
achieving success for Muslim
entrepreneurs are unique.
• Success in Islam is not merely
measured by the end result, but also
the means and ways of achieving
them.

SUCCESS FORMULA BY AL-QURTUBI:
Halal – livelihood that are in accordance to
what is being outlined by Allah SWT and
syariah.
Qanaah–be pleased and thankful with one’s
earning
Taufiq-Asking for the blessing of Allah in
proportion to one’s expectation
Sa’adah-Spiritual happiness
Jannah–Worldly success should act as the
bridge to the ultimate success in the life
hereafter (paradise).

SEVEN STEPS
TOWARDS A
SUCCESS IN LIFE
ACCORDING TO
IMAM AL-GHAZALI
Level of
Knowledge
Level of Taubat or
repentence
Level of
Temptatio
n
Level of
Motivation Level of Handicap
Level of
Obstacl
es
Level of Praise
and Thankfulness

POSSESSION OF WEALTH IS ALLOWED
BASED ON THE FOLLOWING PRINCIPLES:-
• Allah S.W.T is the absolute owner of
wealth
• Allah created wealth in abundance
and sufficient for all
• Wealth is created for mankind
• Wealth is entrusted to mankind

IBADAH
In Islam, involving in
business is part of
ibadah through the
fulfilment of fardhu
kifayah.

POSITION OF BUSINESS AND
ENTREPRENEUR:
ISLAMIC ENTREPRENEURSHIP MODEL
Islam Proposed
(Business
Venture)
Allah Prepared
(Facilities)
Islam Outlined
(Rules and
Regulation)
Allah Promised
(Reward)

ISLAMIC ECONOMIC SYSTEM:
Islamic Entrepreneurship
should be in the framework of
Islamic Economic System and
should assist in establishing the
Islamic Economic System

GUIDING PRINCIPLES OF ISLAMIC
ENTREPRENEURSHIP:
Guidelines for Islamic
Entrepreneurship and
business activities are wide
and comprehensive based on
Al-Quran and Al-Hadith.

MUSLIM ENTREPRENEURSHIP
ETHICS:
To prevent laziness
To eradicate fear
To search for legitimate ventures
To avoid forbidden sources of income
and property
To show gratitude and thankfulness of
whatever has been acquired
To grow and develop capital and profit
To diversify business ventures
To avoid greediness

THE ETHICAL BEHAVIOR OF MUSLIM
ENTREPRENEURSHIP
To avoid malicious behavior
To avoid squandering
To avoid stinginess
To pay alms (zakat)
Trustworthy
To pray consistently
Tawakkal
Patience
Qana’ah

EXEMPLARY CONDUCTS OF GOOD
MUSLIM ENTREPRENEURS DURING THE
PROPHET MUHAMMAD S.A.W REIGN
• Business is secondary when being
called for other form of crusade
• Avoid using influence for self interest
• Afraid of accumulated wealth
• Leadership qualities in all aspects
• Practice moderate way of life

References:
http://wiki.answers.com/Q/Characteristics
_of_Islamic_Entrepreneurship
www.perlis.uitm.edu.my/medec/images/...
/ent300_module01.ppt

Evolution of Entrepreneurship
&
Top Business Families in Pakistan

• Today we found many enterprises groups in
our country including some important as:
• Saigal group
• Dewan group
• Habib group etc.
 The domestic production of manufacturing
good was established and flourished in Ayub
Khan’s era of mid 50’s.
 He gave extensive incentives to the local business
man.
Evolution of Entrepreneurship in
Pakistan

• This led to the development of a class of
industrialists, later known notoriously as the
twenty-two families
• “The Ayub Khan era was the 22 families’ heyday. They flourished mightily
in that era, setting up one industry after another and expanding into
sector after sector, until it seemed that they virtually controlled the
economy. Banking, insurance, textiles, consumer goods - everything was
grist for their mill.” (Omer)
• Later on the nationalization by Bhutto become
a tragic story for these wealthy families
Conti….

• After coming in power from one of those rich
family into politics (Sharif Family) they started
returning back these assets to them.
• Rejuvenation of business scenario in private
sector
• Business friendly era during1990’s
• As a result new business families emerged and
the existing families resuscitated themselves
Conti….

• Military regime of Pervaiz Mushraf continued
the process of liberalization by privatizing the
state-owned enterprises
• Current Govt. is also following the same
policies of Privatization.
Conti….

1947-58 Era of emerging exchange rate and trade policies and
import substitution industrialization.
1953-64 Virtually all imports into Pakistan were regulated by
some form of quantitative controls
1950-55 Large scale sector experienced phenomenal growth
rates of over 20%
1950’s Introduction and active functioning of “Import
Licensing System”
1958-68 The “decade of development”, industry experienced a
relatively higher growth rate
Historical Overview

1958-70 65% of total loans disbursed by PICIC, went to 37
monopoly houses, with the largest 13 of these
accounting for about 70% of the loans
1972-77 Bhutto’s regime characterized by Nationalization.
Caused some dent in elite power.
Still however banks continued to lend on the basis of
political and governmental influence.
1977-88 Zia years of encouragement of private sector,
preference still given to large scale sector
1988-
present
Privatization and liberalization of state owned enterprises
Into the private sector. (rich families)
Continued……

• Short-listing Pakistan's most influential
business magnates or Groups has never been
an easy task
• Among these gifted individuals, you will find
politicians-turned-businessmen, businessmen-
turned-politicians or even the businessmen-
cum-politicians.
• Thus we take the pride of announcing these
names with focusing on Business men’s only
Top Business Families in Pakistan

1- Mian Muhammad Mansha Yaha
• Worth: £1.25b ($2.5billion)
• Mansha has around 40 companies on board
• Nishat Textile
• Nishat Power
• MCB Bank
• D. G Khan Cement
• Adamjee Inssurance
• Nishat Group was country's 15th richest
family in 1970, 6th in 1990 and Number 1 in
1997

Conti……
• He give the bid for UBL
• He also offer a bid PSO along with Patronas
• There is no stopping Mansha and he is still on
the move.
• The Govt. of Pakistan has Awarded Sitara-e-
Imtiaz (The Honor of Distinction) to Mansha

• Worth: £750m ($1.5billion)
• The Bestway Group started in 1976 with its first
Bestway cash and carry warehouse opened in
London
• Bestway Group ventured into Pakistan's huge the
cement business in 1995 and set up cement
manufacturing plant in Pakistan at a cost of $120
million.
• They also acquired a 25.5% stake in United Bank
Limited in 2002
• He is still on the move!
2- Anwar Pervaiz

• Habib is a prominent Muslim Khoja business family in
Pakistan
• A profile of Rafiq Habib in an Economic Review stated that the
Habib group has owned over 90 companies
• Habib group's most famous and successful subsidiary is its
Banking and Finance division.
• Indus Motors assembling Corolla cars and many dozens of
units in sectors such as jute, paper sack, minerals, steel, tiles,
synthetics sugar, glass, construction, concrete, farm autos,
banking, oil, computers, music, paper, packages, leasing and
capital management
3-Habib Family

• Habibs today are headed by Rafiq Habib and
Rashid Habib in two distinct groups
• What makes them extremely influential
players of all times is the fact that for dozens
of top businessmen today, Habib were a myth
once.
• Having many companies outside Pakistan
Conti…..

• Saddaruddin Hashwani is Chairman Hashoo
Group with a net worth of Worth: £550m
($1.1billion)
• Hashwanis are involved in trading of cotton,
grain and steel
• Today, this group has excelled in export of
rice, wheat, cotton and barley. It owns textile
units, besides having invested billions in
mines, minerals. hotels, insurance, batteries,
tobacco, residential properties, construction
4-Hashwani Family

• Worth: £425m ($850) Industry
• pioneer of the Saigol dynasty in 1890 was Amin Saigol who
established a shoe shop that eventually transformed into
Kohinoor Rubber Works
• In 1948, Saigols established the Kohinoor Textile Mills with a
cost of Rs 8 million
• They bought the United Bank in 1959 and then witnessed five
of their units getting nationalized
• They lived in Saudi Arabia during the Bhutto regime
• Their portfolio includes Kohinoor Textile Mills, (PEL), Kohinoor
Power, Kohinoor Energy, Kohinoor Motors etc
5-Saigal Family

• Dewan Mushtaq Group is one of the Pakistan's largest industrial
conglomerates in sectors like polyester acrylic fiber, manufacturing and
automotives
• Dewan Farooqui Motors assembles around 10,000 cars annually under
technical license agreement with Hyundai and Kia Motors of Korea
• The Dewan Salman Fiber is the pride of this empire as it ranks 11th in the
world in total production capacity
• They also have the franchise license for BMW in Pakistan and now Rolls
Royce showrooms.
• The group owns three textile units, a motorcycle manufacturing concern
and the largest sugar unit in the country
6- Dewan Family

• Mr Yakoub is a prominent Pakistani expatriate businessman
based in Dubai.
• He is the president ARY group ($1.5Billion turnover) and
World Memon Organization (WMO)
• Pakistan's biggest media barons controlling around 7 channels
• Besides this he has a huge property holdings in Karachi,
Islamabad and Dubai amounting to over $200m
• He is major in the gold market also having around 20 outlets
in Asia.
7- Abdul Razzaq Yakoub (ARY)

• Not having the biggest Business like Men
• They were having less opportunities
• Mainly engaged in Clothing, Designing,
Boutiques, Beauty Salons, Jewelry etc
• Here we will discuss some one else who really
did something daring
Women Entreprenures

• Varan Tours, Sadar , Rawalpindi
• She established a transport company initially with
only one bus
• Then No increased to 75
• She dispel the notion that woman entrepreneurs
restrict themselves to certain traditional businesses
• Big problem was inconsistency in the transport
policies of successive governments
• Along with the profit motive, she wanted to start a
quality transport service for the working women
Uzma Gul

Ayesha Zeenat (GINA)
• Pappasalis, Islamabad
• She did a Diploma in Hotel and Restaurant
Management from the Conrad Hilton College,
University of Houston
• After doing many jobs, she realized that there is no
future in seeking a good job.
• She started her own first original Italian restaurant in
Islamabad
• It was as a big risk, as Islamabad was not an easy city
for a food business
• She won a legal case against her Business

Robina Jamil
• Robina and her family underwent severe financial distress 10
years ago
• She then started a business of assembling toys, plastic clips and
artificial jewelry with the help of her father and brother.
• The crucial step was to get her first order, which proved to be a
really difficult task.
• She hired two women and trained them to market her products
• The business has graduated from its infancy stage
• I have built a network now on the basis of the
• trust that we have developed over the last ten years

What is Leadership ?
There are almost as many different definitions of
leadership as there are persons who have attempted
to define the concept
We define managerial leadership as the process of
directing and influencing the task related activities
of group members.

Implications of Leadership.
Leadership involves other people by their
willingness to accept directions from the leader it
helps in the leadership process
It involves unequal distribution of powers between
leaders and group members
The ability to use different forms of power to
influence followers behaviors in a number of ways
The last aspect combines all three and says that
leadership is about values.

Four Factors of Leadership
• Leader :You must have an honest understanding of who you
are, what you know, and what you can do. Also, note that it is
the followers, not the leader or someone else who determines
if the leader is successful. If they do not trust or lack
confidence in their leader, then they will be uninspired. To be
successful you have to convince your followers, not yourself or
your superiors, that you are worthy of being followed.
• Communication :You lead through two-way communication.
Much of it is nonverbal. For instance, when you "set the
example," that communicates to your people that you would
not ask them to perform anything that you would not be
willing to do. What and how you communicate either builds or
harms the relationship between you and your employees.

• Followers :Different people require different styles of leadership.
For example, a new hire requires more supervision than an
experienced employee. A person who lacks motivation requires a
different approach than one with a high degree of motivation.
You must know your people! The fundamental starting point is
having a good understanding of human nature, such as needs,
emotions, and motivation. You must come to know your
employees' be, know, and do attributes.
• Situation :All situations are different. What you do in one
situation will not always work in another. You must use your
judgment to decide the best course of action and the leadership
style needed for each situation. For example, you may need to
confront an employee for inappropriate behavior, but if the
confrontation is too late or too early, too harsh or too weak, then
the results may prove ineffective.

What is Leadership Grid.?
• Leadership grid explains how leaders help
organize actions to achieve to achieve their
objectives through the factors of concern for
production or results (task behaviour) and
concern for people (relationship behaviour).
• The grid consists of two axes – Y-axis
representing concern for production while X-
axis representing concern for people on a
scale 9 points. 1 represents minimum concern
and 9 the maximum.

Elements of leadership grid
Authority – Compliance Management or task
management
Leaders who fall in this category heavily emphasize
results with minimum concern for people. They
consider people merely as a means to achieve desired
results. The leader is often characterized as controlling,
overpowering, over driving and coercive.
Country club management
Leaders falling in this category are those who are
concerned more welfare and personal needs of people
and lack the focus on task accomplishment. The leader
is often characterized democratic but also is seen as
ineffective in driving the people toward achievement
of goals.

Impoverished management (1,1)
Leaders in this category are generally those who
arrived here merely by means of their position, and are
simply viewed as going through the motions of being a
leader. They are characterized as indifferent, non-
committal, un-involved and withdrawn.
Middle of the road management (5,5)
Leaders in this category seem to achieve a “balance”
between people relationships and results, but are
basically compromisers in nature. They compromise on
conviction to make some progress and as a result miss
out on push for results and also on drive for creating a
true team culture. Such leader is characterized as
avoiding conflicts.

• Team management
Leaders in this category consider people
relation, commitment and empowerment as a
means of achieving goals. They are open to
learning, view conflicts as opportunity for
innovative thinking, clarify goals and set high
expectation and provide learning opportunity
for people in the course of completion of the
task. Such leader is characterized as driving
trust and learning in the teams.

Leadership Grid Model.
• The managerial grid model (1957) is a
behavioural leadership model developed by
Robert Blake and Jane Mouton. This model
originally identified five different leadership
styles based on the concern for people and
the concern for production. The optimal
leadership style in this model is based on
Theory Y.

Conclusion
• The grid theory has continued to evolve and
develop. Robert Blake updated it with in
(Daft, 2008). The theory was updated with
two additional leadership styles and with a
new element, resilience. In 1999, the grid
managerial seminar began using a new text,
The Power to Change.

Leadership Theories

“Great Man” Theories

Trait Theories

Contingency Theories

Situational Theories

Behavioral Theories

Participative Theories

Management Theories

Relationship Theories

“Great Man” Theories
Great Man theories assume that the
capacity for leadership is inherent – that
great leaders are born, not made. These
theories often portray great leaders as
heroic, mythic, and destined to rise to
leadership when needed. The term “Great
Man” was used because, at the time,
leadership was thought of primarily as a
male quality, especially in terms of military
leadership.

Trait Theories
Similar in some ways to “Great Man” theories,
trait theory assumes that people inherit certain
qualities and traits that make them better suited
to leadership. Trait theories often identify
particular personality or behavioral
characteristics shared by leaders. But if
particular traits are key features of leadership,
how do we explain people who possess those
qualities but are not leaders? This question is
one of the difficulties in using trait theories to
explain leadership.

Contingency Theories
Contingency theories of leadership focus
on particular variables related to the
environment that might determine which
particular style of leadership is best suited
for the situation. According to this theory,
no leadership style is best in all situations.
Success depends upon a number of
variables, including the leadership style,
qualities of the followers, and aspects of
the situation.

Situational Theories
Situational theories propose that leaders
choose the best course of action based
upon situational variable. Different styles
of leadership may be more appropriate for
certain types of decision-making.

Behavioral Theories
Behavioral theories of leadership are
based upon the belief that great leaders
are made, not born. Rooted in
behaviorism, this leadership theory
focuses on the actions of leaders, not on
mental qualities or internal states.
According to this theory, people can learn
to become leaders through teaching and
observation.

Participative Theories
Participative leadership theories suggest
that the ideal leadership style is one that
takes the input of others into account.
These leaders encourage participation
and contributions from group members
and help group members feel more
relevant and committed to the decision-
making process. In participative theories,
however, the leader retains the right to
allow the input of others.

Management Theories
Management theories (also known as
“Transactional theories”) focus on the role
of supervision, organization, and group
performance. These theories base
leadership on a system of reward and
punishment. Managerial theories are
often used in business; when employees
are successful, they are rewarded; when
they fail, they are reprimanded or
punished.

Relationship Theories
Relationship theories (also known as
“Transformational theories”) focus upon the
connections formed between leaders and
followers. These leaders motivate and inspire
people by helping group members see the
importance and higher good of the task.
Transformational leaders are focused on the
performance of group members, but also want
each person to fulfill his or her potential. These
leaders often have high ethical and moral
standards.

So, What Is Leadership?

The process of leading.

Those entities that perform one or more
acts of leading.

The ability to affect human behavior so as
to accomplish a mission designated by
the leader.

A process (not a position) whereby an
individual works through a series of
interactive stages.

Potential of Pakistan
in variety of fields
07/08/14
DEVELOPMENT PROGRAM

Exports$30.9 billion (2011 est.)
Main export partners
US 15.8%,
UAE 7.9%,
China 7.3%,
UK 4.3%,
Germany 4.2% (2010)
Export goods textiles (garments, bed linen, cotton cloth,
yarn), rice, leather goods, sports goods, chemicals,
manufactures, carpets and rugs.

Imports $39.9 billion (2011 est.)
Main import partners
China 17.9%,
Saudi Arabia 10.7%,
UAE 10.6%,
Kuwait 5.5%,
US 4.9%,
Malaysia 4.8% (2010)
Import goods petroleum and petroleum products,
machinery, plastics, transportation equipment, edible oils,
paper and paperboard, iron and steel, tea .

Labour force 55.77 million (2010 est.)
Pakistan is one of few countries in the World to have
60 % or more Young labour force.
Labour force by occupation
agriculture: 43%,
industry: 20.3%,
services: 36.6%
Unemployment 6.2% (2011 )
Main industries
textiles and apparel, food processing, pharmaceuticals,
construction materials, paper products, fertilizer, shrimp
LABOUR FORCE OF PAKISTAN

SALT RICH PAKISTAN
Second Largest
Salt mine in
the World
Khewra with
3,00,000 ton
annual
production

CANAL IRRIGATION
Pakistan has the
World’s Largest
canal Irrigation
system in the
World with
58,500 Km
length

Silk Route & Karakoram Highway
Silk Route was trade link
between the East and the
West around 100 BC and
lasted until the 15th
Century.
Karakoram Highway Eighth
Wonder of the World and
Highest Paved Road in the
world 1300 km long and
height 15,750 feet

Tarbella is the Second
largest dam in The World
with 12,20,00,000 Cu.M.
capacity.
The dam is 485 feet (148 m)
high. The dam forms the
Tarbela Reservoir, with a
surface area of
approximately 250-sq.km.
Construction cost $ 1,497 Mln.
Length 2743 meters (9000 feet)
Maximum capacity4200 MW
TARBELLA DAM
ONE OF THE LARGEST IN THE WORLD

GOLD MINES IN PAKISTAN
5th
Largest Gold
deposit in the
World
is in Rekodek,
Pakistan with
estimation of
$ 260 Billion.
But Dr. Samar
Mubarak mand
says deposits are
worth $ 1.2 Trillion

COPPER DEPOSITS
• 5th
Largest Copper deposits
which can produce 15,810
tons annually from
Rekodek only.
• 40,000 tons soon
production by Australian
company Tethyan Copper
Company (TCC) Australian
BHP Billiton with three
times more production
than Rekodek with $ 75
Million exports of copper .

REKODEK DEPOSITS SUMMARY
• The first phase of the project
is designed to produce
15,810 tonnes copper, 2.8
tonnes silver, 1.5 tonnes
gold, and 30,000 tonnes iron
annually.
• Ore bodies of more than 350
million tonnes deposits.
• Pakistan's first metallurgical
copper-gold project went
into commercial to save Rs
2.5 billion annually.
• Under this agreement,
MCC would generate for
Pakistan 500,000 dollars
per month for over 10
years plus 50 percent of
the total revenue from
mineral sale.
• Similarly, Balochistan
would receive 0.7 million
dollars as annual royalty.

BLACK GOLD ABUNDANCE
One of the largest
Coal deposits in the
World at Thar
around 10,000 Km
and 184,575 metric
tons or 850 trillion
Cubic feet.

RICE EXPORT PAKISTAN
5th
largest Rice exporter in
the World with 4.5 million
tons of Finest Quality rice.
The country’s domestic
consumption of milled rice is
about 2.3 million tonnes.
Pakistan had a bumper crop
of 6.7 million tonnes of
milled rice in 2010/11and
exported about 4.5 million
tonnes.

TOP WHEAT PRODUCER
8th
Largest Wheat producer
in the World with 23.5
million metric tons of wheat
production Annually. It
contributes 14.4 percent to
the value added in
agriculture and 3.0 percent
to GDP.
Target 25 + million MT.

COTTON PRODUCTION
4th
largest cotton producer
with 16 million bales
production per annum.

ATOMIC NUCLEAR POWER
•CHASNUPP 1-325 MW
13 june 2000
•CHASNUPP 2-325 MW
14 March 2011
•CHASNUPP 3-330 MW 2016
•CHASNUPP 4-330 MW 2017
•KANNUP 1-137 MW
•18 October 1971
•KANNUP 2 - 600 MW
•Work stoped
•KANNUP 3 - 400 MW
•Construction awaited

GWADAR THE FUTURE OF PAKISTAN
Gwadar is the Largest Deep
sea port in the world with
47 Km wide channel for
mother vessels.
It’s a Free port city, located
neaest to bay of Hurmaz
and will be the most
modern city in Pakistan
with all latest facilities.

GRAND THAR DESERT
• Thar is one of the
Largest Deserts
in the World with
2,00,000 sq. Km
area and Worlds
9th
largest desert.

ENGLISH SPEAKING NATION
• Pakistan is the 9th
largest English
speaking nation
in the World

LARGEST GHEE PRODUCER
Pakistan is the Largest Producer of
Ghee in the World.
The edible oil industry is comprised
of about 100 mills producing
vegetable ghee / cooking oil. The
installed capacity of these units is
around 1.8 million metric tons. 24
units are in the public sector under
the management and/or ownership
of the. Ghee Corporation of Pakistan
and approximately 76 companies are
in the private sector. The GCP with
approximately 37 % of the market is
the dominating force in the industry.

CHICKPEAS
Pakistan is the
Second Largest
Producer of the
Chickpeas with
8,42,000 Tonnes
And 10 % of the
Worlds production
in pakistan only.

MOTORWAY OF PAKISTAN
Motorway Pakistan is the safest
and Peaceful motorway in All
Asia region.
M1= Peshawar to
Islamabad
M2= Islamabad to
Lahore
M3= Pindi Bhattian to
Faisalabad
M8= Gwadar to Ratto dero
The most interesting fact is that it
can be used by Pakistan Air Force to
land or take off many Fighter Jets.

COTTON (60 % of total Export by cotton-textile)
• 4th
largest producer of
Cotton-Textile with Cotton
Production target of 16
million bales for 2012.
• Pakistan’s economy relies
heavily on its cotton and
textile sectors. Altogether,
the cotton-textile sectors
account for 11 percent
of GDP and 60 percent of
export receipts.

APRICOT, Pakistan is No. 3 in the World
• Pakistan Prod. 325,779 Tons
• Pakistan No.3 & india No. 38
• Grown from 5000 years in
Subcontinent
• Cane or Juice 22 %
• Dry Apricot 60 %
• Freeze 5%
• Fresh 13%
• Grown in 63 Countries &
1,00,000 acres
• 100 types of apricot, 32 types in
Pakistan
• $ 700 Million can be earned
extra if cold storage available in
Pakistan for Apricot

SUGARCANE
Sugarcane production of the
World 1,743,068,525 tons
Pakistan is World no. 5 with
50,045,400 tons after brazil,
india, china and Thailand.
With a world harvest of over
1 billion tonnes of sugar cane
stock per year, the global
potential is over 100,000
GWh for production of
electricity.

PAKISTAN4th
largest producer of onion in the World.
PRODUCTION:
1- China-20,817,295 tons
2- India-8,178,300 tons
3- USA-3,349,170 tons
4-Pakistan-2,015,200 tons
Domestic Consumption
1,500,000 (1.5 mln.tons)
sindh: 30%
Balochistan 38%
Punjab 22 %
KPK 10%

2nd
largest
MILK PRODUCTION PAKISTAN
•Pakistan is 2nd
largest
Buffalo milk producer in the
World with 2,03,72,000
tones (23.53% of the World)
comparing to china
29,00,000 tones at No 3.
•World Production
8,65,74,539 tones

PAKISTAN-
4th
largest producer of Date palm in World
1- Egypt- 13,50,000 MT.
2- Iran – 10,80,000 MT
3- Saudia 10,52,000 MT
4- Pakistan 7,35,000 MT.

LARGEST MANGOES PRODUCER in the
WORLD is PAKISTAN
largest producer of Mangoes in the
World
1- Pakistan 13.6 Million tons (39%)
2- China 4.2 Million tons
3- Thailand 2.5 Million tons
6- India 1.8 Million tons
WORLD: 34.9 Million tons
Pakistani Mango:
Chaunsa, Dusehri, Langra, Desi,
Anwar Ratoul, Sindhri, Fajri, Saroli,
Bagan Pali, Alphonso, Muhammad
Wole, Neelum

TANGERINE, ORANGE (Malta)
MANDARIN ORANGE(Kinnow)
11th
largest producer of
tangerines and mandarin
orange (kinnow) with
640,000 tones annually and
Orange (Malta) 1.7 Million
tons apart from Tangerine
and Mandarin Orange.

RANKING COUNTRY POPULATION WORLD %
1 CHINA 1,339,724,852 19.16%
2 INDIA 1,210,193,422 17.31%
3 USA 312,962,000 4.48%
4 INDONESIA 237,641,326 3.4%
5 BRAZIL 192,376,496 2.75%
6 PAKISTAN 178,609,000 2.55%
RANKING OF PAKISTAN IN THE
WORLD BY POPULATION

GRAND COAST LINE 1046 Km
The coastline of Pakistan
extends 1,046 km,
250 km falling in Sind
800 km in Balochistan.
Its Exclusive Economic Zone
(EEZ) covers an area of
196,600 sq.km.
The territorial waters cover
an area of 24,000 km2.
Well-known beaches in Pakistan
include Somniani, Hingol River,
Ormara, Pasni, and Gawadar in
Balochistan, and Clifton and Hawks
Bay in Sindh.

RANK FOR AGRICULTURE OUTPUT
1-China = $ 1,028.742 Bln
2-India = $ 751.173 Bln.
3-USA= $ 161.236 Bln
4-Indonesia= $ 157.572 Bln
5-Brazil = $ 147.700 Bln
6-Nigeria =$ 113.385 Bln
7-Pakistan = $ 101.348 Bln
8-Turkey = $ 92.209 Bln
9-Iran = $ 90.052 Bln
10-Russia = $ 88.918 Bln

SCIENTISTS & ENGINEERS of PAKISTAN (OUR
PRIDE)
• 7th
largest pool of
scientists and engineers
in the
World.

LARGEST BIRD SANCTUARY IN THE WORLD
• One of the Largest Bird
Sanctuary in the world
Haleji Lake

EXPLOSIVES & SMALL ARMS AMMUNITION
PROPELLANTS AND EXPLOSIVES
• Artillery ammunition propellant
• Mortar and rocket ammunition
propellant
• Small bust
• ammunition propellant
• Demolition explosives
PYROTECHNICS AND DEMOLITION STORES
• Flare (trip-wire) Mk 2/2
• Shooting (pencil type)
• Demolition charge #16
IN.BeeHive MK
• Demolition 1 OZ CE PRIMER
Small arms ammunition
• 7.62X51mm Ball (NATO)
• 7.62x 51mm Tracer
• 7.62x 51mm Link Belted
• 7.62 x 51mm Blank (Star
Crimped)
• 7.62 x 39mm
• 9 x19 mm Ball
• 5.56 x 45mm M-855
• 5.56 x 45mm M-193
Smoke grenades

9th
largest COMMERCIAL VEHICLE
MANUFACTURER in the World
CAR MANUFACTURE2010-11
1300-1600 CC (2000 cc Diesel)
Honda Civic- 6408
Honda City- 9294
Suzuki Liana- 614
Suzuki Swift- 4376
Toyota Corolla- 41,419
Suzuki Baleno- 0
Nissan Sunny- 0
Kia- 0
Total= 62,111

MOTOR CYCLE PRODUCTION PAKISTAN
Honda= 5,70,777
Yamaha= 1,14,845
Suzuki= 20,259
Sohrab= 3607
Sohrab Triwheel= 1560
Qing Chi= 21,290
Hero= 41,972
Ravi= 8,38,26,882
Sazgar= 15,699
Habib= 21,659
Total= 8,38,550

INCOME FROM I.T.
• Pakistani reserves from
IT industry will reach $ 5
Billion in 2012
• Many American and
European companies
are planning to start
their development
centers in Pakistan as IT
skilled persons are in
abundance in Pakistan

GEM AND JEWELLERY
Pakistan is one of
the Largest Gem
and Jewellery
exporter with
exports of $ 0.75
Billion in 2004 and
will be $ 1.7 Billion
by 2015.

MOBILE PHONES
users in Pakistan 111,126,434 in
October 2011, reaching a tele-
density of 65.2 percent,
Pakistani mobile phone users
exchanged 175.4 billion text
messages in 2010, up from 151
billion text messages in 2009
Mobile phones are growing by
about 1.0 million a month, long
distance rates are down by two
third in five years and 80 %
down for data transmission

2 crore net users in Pakistan
Pakistani internet users
have been on the rise with
accelerated pace, crossing
20 million benchmark with
a greater percentage
accessing the internet via
mobile phones, said
Freedom on the Net in it’s
2011 annual report.

FOREIGN EXCHANGE RESERVES
Foreign exchange
reserves of Pakistan
are 17,790 million
US $ on September
2011 at 59th
position
in the world

PAKISTANI SATELLITE
• Pakistan among 7 top
countries in the World
to launch their Satellites
• Pakistan’s PAK SAT is
one of the largest
Domestic satellite
systems.

PAKISTAN SPACE PROGRAM
• Pakistan is one of rare countries to
have a space program, and all the
satellites are build inside Pakistan
by Space and Upper Atmosphere
Research Commission, best known
as SUPARCO is an executive
agency of the Govt. of Pakistan,
responsible for nation's public and
civil space
programme and aeronautics and ae
rospace research.
• Pakistan Remote Sensing Satellite
(PRSS), commercially known
(RSSS) is an dual purpose Earth
Observational and optical satellite
which is schedule to launch by the
end year of 2012 for the
replacement of Badar 2 satellite.

PHARMACEUTICAL
• Very strange facts to be
disclosed
• Medicines registered in
USA 5000
India 5000
Pakistan 55,000
Pakistan from 2008-2012
are 27,000 in just 4 years
• There is no drug control
authority in Pakistan
• Pakistan only issues
drug licence but donot
have any renewal
authority
• WORLD RECORD BY
PAKISTAN…….4000
medicines registered in
just one
day…………….wow

EDUCATION
PRIMARY SCHOOLS 1,56,592
MIDDLE SCHOOLS 3,20,611
HIGH SCHOOLS 23,964
DEGREE COLLEGES 1202
TTC’s & VTC’s 3125
UNIVERSATIES 132
ARTS & SCIENCE COLLEGES 3213
Population 10 Yrs/above 60 %
Male Literacy = 69 %
Female = 45 %

POPULATION OF PAKISTAN
18,73,43,000
Growth rate: 1.6%
Birth rate 31/1000
Death rate 8/1000
Life: 63.39 Yrs.
Male: 62.40 Yrs.
Female: 64.44 Yrs.
Fertility: 3.58 Children/woman
Age Structure:
0-14 Yrs: 36.7 %
Male = 3,30,37,943
Female = 3,10,92,572
15-64 Yrs. 59.1 %
Male =5,36,58,173
Female = 4,95,00,786
65 Yrs. & above 4.2 %
Male =34,95,350
Female = 37,93,734

RICHEST PAKISTANI’s
1-Mian Mansha $ 5 Bln.
(MCB)
2- Asif Zardari $ 1.8 bln.
(Politics)
3- Anwar Pervez $ 1.5 bln.
(Cash & Carry)
4- Nawaz sharif $ 1.4 bln.
(Ittefaq Foundry)
5- S. Hashwani $ 1.1bln.
(PC & marriott)
6- Nasir Schon $ 1.0 bln
(Schon Group)
7- A.R.Yaqoob $ 1.0 Billion
(ARY)
8- Rafiq Habib $ 900 Mln (HBL)
9- Tariq Saigol $ 850 mln
(sehgal Group)
10- Dewan Mushtaq $ 800 Mln
(Dewan Group)
11- Sultan Lakhani $ 800 Mln
(Lakson Group)
12- Malik Riaz $ 800 Mln
(Bahria Town)
13- Seth Abid $ 780 Mln
(Greenfort)
14- Mian Latif $ 700 Mln
(Chen one)
15- Abdul Ghafoor $ 660 Mln.
(Sitara group)

AN INTEGRATED DEFINITION
Entrepreneurship is a dynamic process of vision,
change, and creation. It requires an application of
energy and passion towards the creation and
implementation of new ideas and creative
solutions.

All definitions of entrepreneurship includes
• Newness, organizing, creating, wealth and risk
taking
• Entrepreneurs are found in all professions

• Individuals have difficulty bringing their ideas
to the market & creating a new venture
• Yet entrepreneurial decisions have resulted in
several new businesses through out the world
• Despite recession- inflation- high interests rate,
lack of infrastructure-economic uncertainty &
high probability of failure

Deciding to become an entrepreneur by leaving
present activity
Changing from present
life style
 Work Environment
 Disruption

Types of Start-Ups
• Lifestyle firm-a small venture that supports
the owners and usually does not grow
• Foundation Company-is created from research
and development that usually does not go
public.
• High-potential venture-has high growth
potential and receives the greatest
investment interest and publicity.
• Gazelles-very high growth ventures.

ENTREPRENEURSHIP IN ECONOMIC
DEVELOPMENT
• More than per capita and income, it involves
change in business and society. This change is
accompanied by growth and increased output,
which allows more wealth to be divided among
the various participants
• What facilitates needed change and
development?

• One theory of economic growth depicts
innovation as the key not only in developing
new products but also stimulating investment
interest in the new ventures being created.
The new capital created expands the capacity
for growth
• It is the process through which innovation
develops and commercializes through
entrepreneurial activity which in turn
stimulates economic growth

Economic Impact of
Entrepreneurial Firms
• Innovation
– Is the process of creating something new, which is central to
the entrepreneurial process.
– Small firms are twice as innovative per employee as large
firms.
• Job Creation
– In the past two decades, economic activity has moved in the
direction of smaller entrepreneurial firms, which may be due
to their unique ability to innovate and focus on specialized
tasks.
1-247

Entrepreneurial Firms’ Impact on
Society and Larger Firms
• Impact on Society
– The innovations of entrepreneurial firms have a dramatic
impact on society.
– Think of all the new products and services that make our
lives easier, enhance our productivity at work, improve our
health, and entertain us in new ways.
• Impact on Larger Firms
– Many entrepreneurial firms have built their entire business
models around producing products and services that help
larger firms become more efficient and effective.
1-248

Role of Entrepreneurship in
Economic Development
• Product evolution process-process for
developing and commercializing an innovation
• Iterative Synthesis-the intersection of
knowledge and social need that starts the
product development process

• Ordinary innovations-new products with little
technological change
• Technological innovations- new products with
significant technological innovation
• Breakthrough innovation- extremely unique
innovations that sets the basis for further
innovation.

The future of Entrepreneurship
• In spite of the difference conceptual
perspectives, there are common aspects: risk
taking, creativity, independence & rewards
• The future– we are living in the age of
entrepreneurship!

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