1. Kom verder. Saxion.
How Business Management
benefit from Entrepreneurship
Opportunities recognition
Matthijs Hammer
Senior lecturer Entrepreneurship

2. Kom verder. Saxion.
Evolution of Business
models
majority of the business management
models stay unchanged. E.g.:
•Abell (Abell &Hammond, 1979)
•Deming (Deming, 1982)
•Mc Gregor (McGregor, 1960)
•Mintzberg (Mintzberg, 1979)
•Porter (Porter, 1980)

3. Kom verder. Saxion.
new ventures, small businesses and
entrepreneurship are a major factor on
economic growth (Ahmad &
Seymour, 2008; Gries & Naudé, 2009; Schumpeter, 1934; Sijgers,
Hammer, ter Horst, Nieuwenhuis, & van der Sijde, 2005; Thurik &
Wennekers, 2004; Wennekers & Thurik, 1999).
Evolution on economic
development

4. Kom verder. Saxion.
Example
See possibilities Tackle opportunities
Know where to
find it.
Successful
application

5. Kom verder. Saxion.
• 0
• 2
• 4
• 6
• 8
• 10
O.K.
Not
O.K.
Item Figure PerceptionItem Figure Perception
Data
Knowledge
Information
Competent Behaviour
Sense
Innovative
• 3
• 5
• 8
• 10
Source: N. Vloon, 2002
Can successful
apply
Successful application resulting in
competitive advantage.
Perception from industryPerception from industry

6. Kom verder. Saxion.
Knowledge / Application ?Knowledge / Application ?
CanKnow
Weight in the curricula

7. Kom verder. Saxion.
Principles of effectuations
decision making heuristics learned by
expert entrepreneurs in uncertain,
disruptive situations

8. Kom verder. Saxion.
8
Means. The basis for decisions
and new opportunities:
– Who I am
– What I know
– Whom I know
Goals vs means
Goals. Given (based on predictions)

9. Kom verder. Saxion.
Affordable Loss.
Calculate downside potential and risk no
more than you can afford to lose.
Risk, Return and Resources
Expected Return.
Calculate upside
Potential and pursue the
(risk adjusted) best
opportunity.

10. Kom verder. Saxion.
10
Partnership. Build your “future” together with
customers, suppliers and even prospective
competitors.
Attitude toward others
Competition. Set up transactional
relationships with customers and
suppliers.

11. Kom verder. Saxion.
11
Surprise
• Leverage Surprises.
Surprises can present new opportunities.
• Avoid Surprises.

12. Kom verder. Saxion.
12
Underlying logic & what to do
To the extent we can predict the
future, we can control it.
⇒ PLAN
To the extent we can control the
future, we don’t need to predict it.
⇒ CO-CREATE

13. Kom verder. Saxion.
Difference in development
Falcon
Goose
Goose

14. Kom verder. Saxion.
Conclusion
The adoption of an entrepreneurial
approach of the learning process and the
knowledge of entrepreneurial
methodologies as effectuation seems to
be practical aspects to start.

15. Kom verder. Saxion.
Thank you for your
attention

16. Kom verder. Saxion.
For more information, suggestions
or cooperation, do not hesitate to
contact:
m.h.m.hammermsc@saxion.nl