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5. When you cease to dream you cease to live

6. Risk-taking individuals who take actions to
pursue opportunities and situations others
may fail to recognize or may view as
problems or threats.
Strategic thinking and risk-taking
behaviour that results in the creation of
new opportunities for individuals &/or
organizations.

7.  Proactive
 Innovative
 Risk taking
 Take a more “wait and see”
 posture
 Less innovative
 Risk averse

9. Being your
Own Boss
• Self-management is the motivation that drives
many entrepreneurs.
Financial
Success
• Entrepreneurs are wealth creators.
Job
Security
• Over the past ten years, large companies have
eliminated more jobs than they have created.
Quality of
Life
• Starting a business gives the founder some
choice over when, where, and how to work.
New Ideas
• Desire to pursue their

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11. .
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12.  Optimistic disposition
 Persuasive
 Promoter
 Resource
assembler/leverager
 Self-confident
 Self-starter
 Tenacious
 Tolerant of ambiguity
 Visionary
 A moderate risk taker
 A networker
 Achievement motivated
 Alert to opportunities
 Creative
 Decisive
 Energetic
 Has a strong work ethic
 Lengthy attention span
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13. This myth is based on the mistaken belief that some people
are genetically predisposed to be entrepreneurs.
The consensus of many studies is that no one is “born” to be
an entrepreneur; everyone has the potential to become one.
Whether someone does or doesn’t become an entrepreneur is
a function of their environment, life experiences, and personal
choices.
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14. Most entrepreneurs are moderate risk takers.
The idea that entrepreneurs are gamblers originates from two
sources:
Entrepreneurs typically have jobs that are less structured, and so
they face a more uncertain set of possibilities than people in
traditional jobs.
Many entrepreneurs have a strong need to achieve and set
challenging goals, a behaviour that is often equated with risk
taking.
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15. While it is naïve to think that
entrepreneurs don’t seek financial
rewards, money is rarely the
reason entrepreneurs start new
firms.
In fact, some entrepreneurs warn
that the pursuit of money can be
distracting.
.
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16.  Entrepreneurial activity is fairly easily
spread out over age ranges.
 While it is important to be energetic,
investors often cite the strength of the
entrepreneur as their most important
criteria in making investment decisions.
 What makes an entrepreneur “strong” in
the eyes of an investor is experience,
maturity, a solid reputation, and a track
record of success.
 These criteria favour older rather than
younger entrepreneurs
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17. 17

18.  Birth stage
 Breakthrough stage
 Maturity stage
.
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19. 19

20.  Executive summary
 Industry analysis
 Company description
 Product and services
description
 Market description
 Marketing strategy
 Operations description
 Staffing description
 Financial projection
 Capital needs
 Milestones
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21.  Sole proprietorship
General partnership
Limited partnership
Limited liability partnership
Limited liability corporation
(LLC)
.
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22. business owned by an individual
association of two or more persons
acting as co-owners of a business
legal entity separate from the
individuals who own it
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23. Prof Parameshwar P Iyer
Indian Institute of Science 23

24. Debt financing
Equity financing
Venture capitalists
Initial public offerings
Angel investors
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25.  obtaining a commercial loan
setting up a plan to repay the
principal and interest
 raising money by selling part
ownership of the business to
investors
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26. ,