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3 razvijanje poslovne ideje
- 1. Predu zetništvo V . Babić RAZVIJANJE POSLOVNE IDEJE Virtual incubator programme for SME's Project funded by EU. A project implemented by Business Innovation Center ltd Kragujevac
- 5. Predu zetništvo V . Babić (Stevenson and Sahlman, 1987) Identifikacija prilike Ubiranje plodova preduzetničkog poduhvata START CILJ
- 6. Predu zetništvo V . Babić Preduzetnički proces Model Elementi Karakteristike Veštine Aktivnosti
- 7. Predu zetništvo V . Babić
- 8. Predu zetništvo V . Babić
- 9. Predu zetništvo V . Babić Gartner [1] Bhave [96] Guedallo [51] Bygrave [96] Wickham [97] P reduzetnički proces je: Diskontinualan Nelinearan Multidisciplinaran Iterativan Nelinearan Feedback-driven Konceptualan Fizički Nestabilan Celovit Nekada i katastrofalan Jedinstven Diskontinualan Celovit Zasnovan na promenama Dinami čan Jedinstven Ekstremno osetljiv na početne uslove Uključuje veliki broj prethodnih uslova i varijabli Inicira se ljudskom odlukom
- 10. Predu zetništvo V . Babić
- 12. Predu zetništvo V . Babić OKRUŽENJE ORGANIZACIJA INDIVIDUA(E) PROCES
- 18. Predu zetništvo V . Babić Inovacija Aktivirajući događaj (Triggering event) Implementacija Rast PERSONALNE VARJABLE Karakteristike Interni lokus kontrole Preuzimanje rizika Personalne vrednosti Edukacija Iskustvo PERSONALNE VARIJABLE Preuzimanje rizika Nezadovoljstvo poslom Gubitak posla Starosno doba Pol Posvećenost PERSONALNE VARJABLE Preduzetnik Lider Menadžer Posvećenost Vizija ORGANIZACIONE VARJABLE Tim Strategija Struktura Kultura Proizvodi OKRUŽENJE Mogućnosti (prilike) Modeli ugledanja Kretivnost OKRUŽENJE Konkurencija Resursi Inkubator Državna politika OKRUŽENJE Konkurenti Mušterije Dobavljači Investitori Bankari Advokati Resorsi Državna politika SOCIOLOŠKE VARJABLE Timovi Roditelji Porodica Model ugledanja
- 19. Predu zetništvo V . Babić Pojedinac (P) Stvaranje nove vrednosti (SNV) SNV P Proces Vreme Okruženje Okruženje Preduzetnički proces
- 20. Predu zetništvo V . Babić ULAZ PREDUZETNIČKI PROCES IZLAZ Prilike iz okruženja Preduzetnici Organizacije Jedinstveni biznis koncepti Res u rsi Identifikovanje prilike Razvoj i prećišćavanje koncepta Procena i Prikupljanje potrebnih resursa Implementacija Intenzitet preduzetništva Inovacija Proaktivnost Preuzimanje rizika Rastući poduhvat Stvaranje vrednosti Novi proizvodi i usluge Procesi Tehnologije Rast zaposlenosti i prihoda
- 21. Predu zetništvo V . Babić Prepoznavanje mogu ćnosti (s keniranje novi h mogućnosti ) Loc iranje prozora (po zicioniranje novog poduhvata ) 1 2
- 22. Predu zetništvo V . Babić Me renje prozora ( kolika je vrednost potencijalnanog poduhvata ) Otvaranje prozora ( angažovanje ) 3 4
- 23. Predu zetništvo V . Babić Zatvaranje prozora ( održavanje kompetitivnosti ) 5
- 24. Predu zetništvo V . Babić
- 25. Predu zetništvo V . Babić PRILIKA RESURSI PREDUZETNIK (TIM) LIDERSTVO KREATIVNOST KOMUNIKACIJE Dvosmislenost E gzogene sile Neizvesnost Kontekst tržišta kapitala
- 26. Predu zetništvo V . Babić
- 27. Predu zetništvo V . Babić
- 29. Predu zetništvo V . Babić Prilika (mogućnost) Preduzetnik Organizacija Res u rsi Identifikacija Liderstvo Privlačenje i menadžment
- 32. Predu zetništvo V . Babić Menadžer Konvencionalni posao Preduzetnik “ Push ” fa ktori “ Pull ” faktori Inhibitori
- 37. Predu zetništvo V . Babić PP = f[M(PV x BV)] M – Motivacija PV – Preduzetni č ke ve štine BV - Biznis veštine
- 38. Predu zetništvo V . Babić Preduzetnički proces Konzorcijum za preduzetničko obrazovanje www.entre-ed.org Preduzetničke veštine Motivacija Spremnost Biznis veštine
- 39. Predu zetništvo V . Babić Preduzetničke performanse (PP) Osnivanje sopstvenog biznisa Obavljanje prvih transakcija Rast biznisa Regrutovanje zaposlenih Rast produktivnosti Rast prfitabilnosti Motivacija (M) Preduzetničke Veštine (PV) Biznis Veštine (BV) Nošenje rizika Kreativnost i inovativnost Identifikovanje mogućnosti Model ugledanja Generalne Menadžment veštine Marketinške veštine Legalne veštine Operacione veštine Menadžment ljudskim resursima Komunikacione veštine Biznis plan Potreba za uspehom (podvigom) Source; Adapted from Antonites (2000) Inspiracija Oček i vanja Odnos orema pr eprek ama i blokad ama Reakcija na uspeh ili neuspeh
- 40. Predu zetništvo V . Babić
- 48. Predu zetništvo V . Babić
- 49. Predu zetništvo V . Babić
- 55. Predu zetništvo V . Babić Aktivnosti preduzetničkog procesa
- 58. Predu zetništvo V . Babić Odluka da se postane preduzetnik Razvoj uspešne biznis ideje Prelazak sa ideje na preduzetničku firmu Menadžemnt i razvoj Preduzetničkom firmom I II III IV
- 59. Predu zetništvo V . Babić Preopoznavanje mogućnosti i generisanje ideje Analiza izvodljivosti Analiza oblasti poslovanja i konkurenata Razvoj efektivnog biznis odela
- 60. Predu zetništvo V . Babić Izgradnja novog tima za poduhvat Procena finansijske snage i sposobnosti preživljanja novog poduhvata Priprema odgovarajućeg etičkog i pravnog temelja Pisanje biznis plana Obezbeđivanje finasija
- 61. Predu zetništvo V . Babić Konzorcijum za preduzetničko obrazovanje www.entre-ed.org Ubrzanje preduzetni štva Svuda !
Hinweis der Redaktion
- Tokom ciklusa preduzetničkog procesa odvija se interakcija različitih varjabli koje utiču na preduzetnički proces. Interakcija između personalne karakteristike stupaju u interakciju sa varjablama okruženja ili sociološkim varjablama čime se utiče na mogući rezultat svakog preduzetničkog događaja. The trrigering event verovatno treba zameniti terminom launch ili start-up . Takođe rast bi trebalo zameniti sa eksploatacijom mogućnosti .
- Seeing the opportunity (scanning for new opportunities) This involves scanning the solid wall (of protection) to find the windows and spot the gaps (cracks) left by the existing role-players in the market. This process demands an active approach in identifying new opportunities and innovatively reacting to them. Locating the window (positioning the new venture) The entrepreneur develops an understanding of where the window is located. It requires an understanding of both the positioning of the venture and how the venture can position itself relative to the existing players in the market.
- Measuring the window (what the potential venture is worth) This step involves evaluating the opportunity and recognising the potential it offers for creating new value. Measuring the window also demands that the entrepreneur develop an understanding of the risks the venture might encounter. Measuring refers to quantification of the opportunity in financial, risk and return terms. It also determines the resource requirements to successfully start and operate the venture. Opening the window (gaining commitment) Opening the window refers to turning the vision into reality and actually starting the new business. This is about acting on the opportunity. The commitment of stakeholders is crucial in this stage. Starting the business gives the entrepreneur the opportunity to move through the window.
- Closing the window (sustaining competitiveness) Once the window has been opened and the entrepreneur has moved through it, it must be closed in order to keep the competition out. If the entrepreneur moves through successfully and he or she is able to keep others out, it means that a long-term sustainable competitive advantage for the business has been created.
- The window does not stay open forever. When the first person makes a move, the window opportunity diminishes because someone else has then closed it. The window is open for only a short period of time. The opportunity or opportunity opening has a time limit in which the entrepreneurs have to take hold thereof. The growth of any market means that an opportunity arises at a certain time and as growth increases it becomes satisfied and the opportunity possibilities decrease. The length of time that the opportunity is ‘open’ is thus very mportant
- Ovaj model se zasniva na tri osnovne pokreta čke sile stvaranja preduzetničkog poduhvata: Prvo , prilika se predstavlja srce procesa sa mnogim idejama koje su neophodne da se realizuje jedna dobra prilika Drugo , potrebno je pronaći resurse.Timmons konstatuje da mnogi neostvareni preduzetnici imaju osnovnu zablududa da prvo treba imati sve neophodne resurse, posebno novac, da bi se uspelo sa poduhvatom Treće , preduzetnički tim predstavlja ključni sastojak potencijalnog poduhvata. Osnova uspeha je dobra povezanost i balans između ova tri elementa.
- Topical questions on what motivates the entrepreneurs have been in existence for a couple of years. What motivates an individual seen as an entrepreneur to totally commit him/herself to the establishment and development of a business? What motive is involved with the high inclination to take a personal risk in the process? Which motives distinguish the entrepreneur from the standard business person and what leads to the absolute striving towards independence versus the security of a set salary and employment? It is generally accepted that certain personal qualities of the individual distinguish him/herself as entrepreneur or non-entrepreneur or as entrepreneur versus small businessperson. These qualities include an inclination towards risk, an internal locus of control, the way in which failure is accepted, drive, energy and so forth. 2.6.1 Motivation Kreitner and Kinicki (1998:189) conceptualise motivation per se as those psychological processes where consciousness, direction and perseverance of voluntary actions that are purposeful, are created. Sanzotta (1977:72) defines motivation per se as a threefold construct namely: University of Pretoria etd – Antonites, A J (2003) 2.6.1.1 Motivation towards competitiveness Humans or individuals are defined as social beings that are dependent on group behaviour for support and survival purposes. Apart from the fact that humans are socially interdependent beings, competition or rivalry originates as a form of social interaction. This behavioural patterndevelops as a comparative measure wherein, for instance, a situation develops where the best possible achievement is sought after. Within this framework motivation as such is regarded as the nucleus for the origination of rivalry or competition. Motivation can further act as a comparative measure for achievement and failure on the basis of the feedback function, created as a result of this in a competitive framework. This feedback acts throughout as an inherent formation instrument for further motivation towards higher levels of competitiveness. 2.6.1.2 Innate incentive The construct motivation is further described as a basic explorative incentive, which is derived from the inquisitive nature of man as such. Explorative behaviour is motivated by the search for new experience and the flexibility of man that enables him/her to adjust to these socalled new circumstances. This points to an individual who, due to his inquisitive nature, demands to go through a certain learning curve in order to gain the required knowledge to adjust to the “new”. This process is driven by motivation. 2.6.1.3 Acquired behaviour It is generally accepted that motivation influences the learning process and learning per se . Accepting that learning does influence motivation can also turn around the argument. Motivation is thus placed on an equal footing with learning. Motivation is not only taught but represents a vital integration with the learning process. The author states that the individual doesn’t learn effectively if the motivation does not exist. In addition, those individuals who do not learn effectively possibly are not motivated because they have never learnt how to be motivated. Motivation can therefore be a positive influence on learning as well as in the learning process: “The more you learned how to be motivated in the past, the more easily you transfer that motivation either to new learning, or more importantly, to new levels of incentives .” Therefore, as soon as it is easier to move on to higher motivational levels the nature of motivation will change dramatically. Within this context it is of the utmost importance to investigate the entrepreneur and motivation as a characteristic of the entrepreneur. The motivation of the entrepreneur as an individual becomes absolute when placed within the entrepreneurial performance (E/P) perspective with the aim to integrate motivation as a driving force in the increase of entrepreneurial performance. Entrepreneurial performance as discussed has as a result the aim to incr ease for instance the profitability, productivity, the net value and growth of the venture. The so-called need University of Pretoria etd – Antonites, A J (2003) 46 to achieve (Nach) that is absolutely present within the entrepreneur, is as a result discussed in detail.